Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 6, Issue 2;   January 11, 2006: Nine Project Management Fallacies: IV

Nine Project Management Fallacies: IV

by

Some of what we "know" about managing projects just isn't so. Understanding these last three of the nine fallacies of project management helps reduce risk and enhances your ability to complete projects successfully.

Nan picked up the last chunk of cookie and ate it. Peter and Trish had long ago finished theirs, but Nan liked making cookies last. "The critical thinking fallacies were my favorites," she said. "I like learning how to think more clearly."

A white shark off the California coast

A white shark off the California coast.
Photo courtesy U.S. NOAA.

Peter sipped his coffee. "Mmm." He swallowed. "But how do we avoid those fallacies?"

Nan had an idea. "Maybe we should inspect our project plans, like we inspect components."

Trish was intrigued. "Yeah, and I know what I'd put at the top of the checklist."

"OK, I'll bite," said Peter. "What?"

Trish was ready. "The Nine Project Management Fallacies."

Not a bad idea. These last three fallacies (Part IV of a little catalog of the fallacies of project management) are errors of critical thinking. For Part III, see "Nine Project Management Fallacies: III," Point Lookout for December 28, 2005.

Non-random polling
might provide comfort,
but it's hardly
scientific
The Normative Fallacy
This fallacy holds that when we ask some people their opinions, and most of them agree, then they're correct. Usually we select people non-randomly, choosing those who will give us desirable answers, or those we can trust, or those of high rank.
Non-random polling might provide comfort, but it's hardly scientific, and it almost always leads to biased conclusions.
To get truly useful polling data, you must poll people randomly.
The Availability Heuristic
In risk management, we often estimate the probabilities of certain events. We're using the Availability Heuristic[*] when we estimate these probabilities by sensing the difficulty of imagining or understanding the string of events that lead to the risk.
For instance, when we ask people whether death resulting from being attacked by a shark is more or less likely than from being hit by falling airplane parts, they usually answer that death by shark attack is more likely. Actually, death from being hit by falling airplane parts is 30 times more likely, but people are fooled because it's easier to imagine shark attacks, which are more common.
Estimating probabilities is unlikely to produce reliable results. For this reason, the Availability Heuristic is usually considered an example of a cognitive bias. Use real data, or use huge error bars.
The Grandiosity Fallacy
Confronting a problem, we sometimes address a generalization of the problem instead, hoping to solve a host of similar problems, and thereby solving the original problem almost "for free." Rarely does the reality match the wish.
Grandiosity usually generates two kinds of trouble. First, it's often more expensive and time-consuming than originally estimated. Second, the people of the organization rarely want the general solution. If they did, they probably would have sought it in the first place.
Sometimes customers don't know the value of the general solution, and telling them about it might produce a better outcome. But usually they want only what they asked for. Work with them on that first.

Track the incidence of these nine fallacies in your organization. Use them to inspect project plans. Probably your projects will have fewer surprises, or at least you'll be just a little less likely to be hit by falling airplane parts. First in this series  Go to top Top  Next issue: Filtered Perceptions  Next Issue

For more on cognitive biases, see "The Focusing Illusion in Organizations," Point Lookout for January 19, 2011.

[*]
Tversky, A., & Kahneman, D. Availability: a heuristic for judging frequency and probability. Cognitive Psychology 5, 207-232, (1973).

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When Person-to-Person Communications: Models and Applicationswe talk, listen, send or read emails, read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person. And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling hurt, and being confused. There are so many ways for things to go wrong that we could never learn how to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes their occurrence. In this very interactive program we'll explain — and show you how to use — a model of inter-personal communications that can help you stay out of the ditch. We'll place particular emphasis on a very tricky situation — expressing your personal power. In those moments of intense involvement, when we're most likely to slip, you'll have a new tool to use to keep things constructive. Read more about this program. Here's a date for this program:

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