Until very recently, ground war tactics emphasized control of the movement of forces and materiel. In this style of conflict, the flanking maneuver is a way of cutting off access of forces to resupply, and cutting off their ability to advance or retreat. In a typical flanking maneuver, force is applied to one side of the main opposing force, or perhaps to its rear, where the opponent's forces are less well protected. By contrast, a frontal assault applies force to the strongest face of the opposing configuration.
solely of plans
for "frontal assaults"In project management, we also perform flanking maneuvers, but we use other names for the tactics. Military flanking maneuvers, however, are often more sophisticated than those of project managers. We can learn much from studying even basic ground tactics.
When we encounter an obstacle in a project, we have three basic choices.
- We can quit
- We can solve it
- In the military domain, we mount a frontal attack, possibly with enhanced forces. In project management, we add staff, budget or schedule.
- We can circumvent it
- In the military domain, we execute any of a variety of flanking maneuvers, or we bypass the position. In project management, we find a workaround, which might involve a redesign or using an alternative technology.
Project plans generally consist solely of plans for frontal assaults. We decide how we'll solve the problem, and we prepare a plan that implements that solution. We make few, if any, preparations for flanking maneuvers or alternatives of any kind that might be useful if we encounter obstacles. When we do, we call such plans "risk management," and too often, they're sketchy.
Military plans are usually more sophisticated. They include plans for acquiring intelligence, which is essential if adjustments are required. And they include possible adjustments too.
A more sophisticated project plan has resources allocated to three elements:
- Gathering and fusing intelligence
- Even though the plan focuses on a specific approach, we study alternative approaches right from the outset. If problems develop, we already know a fair amount about alternatives.
- Executing alternatives in parallel
- By executing at least one alternate approach in parallel, we facilitate collecting intelligence, and ensure a running start if the favored approach gets stuck. We might even provide insights that are useful in the favored approach.
- Looking far ahead
- A reconnaissance team working far ahead of the main body of the current effort searches for and provides early warning of hidden difficulty or unrecognized opportunity. If necessary, they use placeholders for yet-to-be-developed project elements.
For an overview of tactics, see "65 Operational Firepower: the Broader Stroke" by Colonel Lamar Tooke, US Army, Retired. Combined Arms Center: Military Review, July-August 2001.
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More articles on Project Management:
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Here's a proposal for making risk management more effective at an organizational scale.
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Here's a framework for managing the risk of wishful thinking.
See also Project Management for more related articles.
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- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
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speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
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Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
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