Looking around the room, Trish saw that her presentation was in trouble. Whether it was the slide on risks, or the one on budget, she knew that people were uncomfortable with her projections. The Gang of Six would probably follow Warren's lead, and Warren was unhappy.
Resuming projects is risky,
in part, because we
underestimate the risks
of rebuilding a team"From what I see," he said, "starting from scratch might be better than picking up where we left off. You agree?"
Trish was ready. "The operative word is 'might,'" she began. "Resuming projects isn't our strong suit. Our estimates are soft. So yes, it might be better to start over. And it might not. My estimate is that starting over would cost between 90 and 125% of the cost of resuming. But, then, the result would be cleaner and more current. It's a tough call."
Warren wasn't satisfied. "But how could that be? We've spent — let's see — 8.3? — on this so far! How could it be cheaper to start over? And why can't you answer with a simple 'yes, it will be cheaper' or 'no, it won't'?"
Trish, Warren, and the Gang of Six are struggling with one of the great paradoxes of project management: Resuming a paused project can cost more than starting over. The paradox lies in the conflict between the reality of the paused project and our own mental models of what's involved.
One part of this conflict lies in the special challenge of team formation for a resuming project. For various reasons, team rebuilders usually try to recruit former team members, and that creates special problems. Here are some reasons why:
- Many have difficult memories of the project from the period just before cancellation.
- Many may have "moved on" to success elsewhere in the organization.
- Many are no longer employed within the organization, and even if they're willing to be rehired, rehiring policies often present obstacles.
- Current managers of former team members might not permit them to rejoin the team, or they might attach difficult conditions to their release.
- Selectivity in re-recruiting by team rebuilders can create resentments about the exclusion of some former team members and the inclusion of others.
These factors threaten team morale. Some mitigation tactics are possible:
- Educate the team rebuilders about the difficulties they can expect when they try to reassemble the team, and how to address those difficulties.
- Provide strong, public, and unambiguous support from top management.
- Conduct a retreat for the whole team, facilitated by experts in team re-formation, to deal with the challenges.
When these tactics are available, safe conversations about taboo subjects are possible, and those conversations help overcome any ambivalence about (or opposition to) the resumed project. Without these tactics, you might be resuming not only a project, but a mass of problems, too. Top Next Issue
The article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More
Your comments are welcomeWould you like to see your comments posted here? rbrenaupOqwjbgEVxXAWnner@ChactgyjXyuLRKDyvrUCoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Project Management:
- Nonlinear Work: Internal Interactions
- In this part of our exploration of nonlinear work, we consider the effects of interactions between the
internal elements of an effort, as distinguished from the effects of external changes. Many of the surprises
we encounter in projects arise from internals.
- Managing Non-Content Risks: II
- When we manage risk, we usually focus on those risks most closely associated with the tasks at hand
— content risks. But there are other risks, to which we pay less attention. Many of these are
outside our awareness. Here's Part II of an exploration of these non-content risks, emphasizing those
that relate to organizational politics.
- Scope Creep, Hot Hands, and the Illusion of Control
- Despite our awareness of scope creep's dangerous effects on projects and other efforts, we seem unable
to prevent it. Two cognitive biases — the "hot hand fallacy" and "the illusion
of control" — might provide explanations.
- Wishful Thinking and Perception: II
- Continuing our exploration of causes of wishful thinking and what we can do about it, here's Part II
of a little catalog of ways our preferences and wishes affect our perceptions.
- Ego Depletion and Priority Setting
- Setting priorities for tasks is tricky when we find the tasks unappealing, because we have limited energy
for self-control. Here are some strategies for limiting these effects on priority setting.
See also Project Management for more related articles.
Forthcoming issues of Point Lookout
- Coming October 25: Workplace Memes
- Some patterns of workplace society reduce organizational effectiveness in ways that often escape our notice. Here are five examples. Available here and by RSS on October 25.
- And on November 1: Risk Creep: I
- Risk creep is a term that describes the insidious and unrecognized increase in risk that occurs despite our every effort to mitigate risk or avoid it altogether. What are the dominant sources of risk creep? Available here and by RSS on November 1.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenKCfldNrKdhmbaVQWner@ChaciEXOCWOYIkNYZLBroCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.