Most people believe that to learn how to do things better, we have to look at how we do them now. That's the fundamental idea of project retrospectives. But there are three problems. First, we don't always conduct retrospectives. Second, when we do, we don't always do a good job. Finally, we don't consistently use what we discover when we do conduct retrospectives. We can reach a better understanding of the causes of these three problems by examining this question: who pays for retrospectives?
Typically, projects pay for their own retrospectives — or more specifically, the sponsors do. But the interest of sponsors in retrospectives is often lukewarm at best. Many sponsors feel that retrospectives add little to the deliverables they're paying for, and which have already been delivered. They do add to future deliverables of other projects, and sponsors might benefit from that someday — or they might not.
The organization as a whole is the real beneficiary of retrospectives, especially when the issues uncovered are systemic. But typically, organizations don't consciously fund retrospectives — the Chart of Accounts has no line item for them. Since organizations don't pay for retrospectives explicitly, they don't value them. I call this the Retrospective Funding Problem.
But the Retrospective Funding Problem has a deeper cause. The drive for conducting retrospectives usually comes from project teams. Since the organization isn't the driver of retrospectives, the organization is at best ambivalent about them: "You can hold a retrospective, if you want, but we won't pay extra for it. And no travel."
For virtual teams, the problem is even worse. When all elements of the virtual team are under the same financial ownership, there is at least some chance that we can apply to virtual teams any solution to the Retrospective Funding Problem for co-located teams. But even for virtual teams under one owner, divisions and other organizational structures insert a separation of financial accountability that creates obstacles for financial support.
For virtual The organization as a whole is the
real beneficiary of retrospectives,
especially when the issues
uncovered are systemicteams of mixed financial ownership, we have an additional problem: confidentiality. What can actually be disclosed in the retrospective? If an issue arises from the processes of one participating enterprise partner, can team members who hail from that partner talk about it? This tangle reduces the ability to learn, limiting performance in future partnerships between the participating enterprises.
Addressing these problems is difficult, because the retrospective expenditure happens now, and the benefit arrives in future years — three to five years from now. Because the benefit delay coincides with the tenure of most managers, the benefits of retrospectives don't arrive during the tenures of the decision makers who support them.
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenUNJbKLNalExcRuNIner@ChactxKNaEwdHLctqqsRoCanyon.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:
- Seeing Through the Fog
- When projects founder, we're often shocked — we thought everything was moving along smoothly.
Sometimes, with the benefit of hindsight, we can see that we had — or could have had — enough
information to determine that trouble was ahead. Somehow it was obscured by fog. How can we get better
at seeing through the fog?
- Scheduling as Risk Management
- When we schedule a complex project, we balance logical order, resource constraints, and even politics.
Here are some techniques for using scheduling to manage risk and reduce costs.
- An Agenda for Agendas
- Most of us believe that the foundation of a well-run meeting is a well-formed agenda. What makes a "well-formed"
agenda? How can we write and manage agendas to make meetings successful?
- Long-Loop Conversations: Asking Questions
- In virtual or global teams, where remote collaboration is the rule, waiting for the answer to a simple
question can take a day or more. And when the response finally arrives, it's often just another question.
Here are some suggestions for framing questions that are clear enough to get answers quickly.
- The Politics of the Critical Path: I
- The Critical Path of a project or activity is the sequence of dependent tasks that determine the earliest
completion date of the effort. If you're responsible for one of these tasks, you live in a unique political
Forthcoming issues of Point Lookout
- Coming March 28: Four Overlooked Email Risks: II
- Email exchanges are notorious for exposing groups to battles that would never occur in face-to-face conversation. But email has other limitations, less-often discussed, that make managing dialog very difficult. Here's Part II of an exploration of some of those risks. Available here and by RSS on March 28.
- And on April 4: Narcissistic Behavior at Work: III
- People who behave narcissistically tend to regard themselves as special. They systematically place their own interests and welfare ahead of anyone or anything else. In this part of the series we consider how this claimed specialness affects the organization and its people. Available here and by RSS on April 4.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenWjHiUsvhXURzUkefner@ChacHDmsDFnwEUZsQxWDoCanyon.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
- 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.