| Insanity is doing the same thing over and over again | | | | what are sometimes missing are the accountability |
| and expecting different results. So said Albert | | | | for results and adequate checks to verify status. |
| Einstein. Yet every year countless projects hit | | | | Without ownership and truth, we cannot trust |
| trouble for the same reasons, again and again. | | | | ourselves to be focused on the right things. |
| Why? Because the fundamental principles that | | | | When you know the truth, good or bad, recognize it, |
| determine project success are not being respected. | | | | openly. Be honest about the challenges ahead. |
| These principles can be distilled into five laws, realities | | | | Reward outstanding commitment and performance. |
| that always hold true irrespective of the nature or | | | | Acknowledge the reality of delays and tough |
| complexity of project. Here they are: | | | | decisions. Do not hide bad news. Tell the truth or |
| Law #1 Ambiguity kills Projects | | | | face the consequences. |
| Ambiguity is the enemy of project success. Clarity | | | | Law #4 Uncertainty is Certain |
| is what is needed. | | | | Plans are not crystal balls. Plans are incomplete |
| Without clarity there is confusion. Confusion is not | | | | views of the future, which means they are at least |
| hard to find in projects. Look for ambiguities in roles | | | | slightly wrong. |
| and responsibilities, goals, objectives, requirements, | | | | Most project managers ignore most risks. Yet as |
| scope, estimates, status reports and more. Each | | | | sure as the sunrise, sudden events and changes will |
| ambiguity is a potential source of conflict, rework and | | | | occur, triggering changes to the plan. But sudden |
| failure. | | | | does not necessarily mean unpredictable. Experience |
| Make it a priority to seek out and remove ambiguity | | | | and a little insight will always expose risks that we |
| from every element of your project. Thoroughly. | | | | can plan ahead for. |
| Start by reviewing project scope. Is this as | | | | Ignoring project risks is the first and biggest risk to |
| unambiguous as possible? Is everyone clear on | | | | the project. There is no such thing as a risk free |
| what is in scope and what is out of scope? Do not | | | | project. Prevent risks where you can and have |
| rely on assumptions or memory. Insist on clear | | | | contingencies ready where you cannot. Expect the |
| communication. Document every important | | | | unexpected! |
| decision. Clarity is everything. | | | | Law #5 Satisfaction is not Guaranteed |
| Law #2 Credibility requires Detail | | | | Projects do not carry guarantees, whatever the |
| Detail is the basis for accuracy in all projects. Plans | | | | customer was told. Satisfaction depends on |
| that lack detail cannot be believed. | | | | competence, commitment and communication. |
| Most projects are underplanned. They are already | | | | Respecting all the preceding laws will count for |
| late before they start. Project teams that claim not | | | | nothing if this trio is lacking. Project management is |
| to have time for detailed planning, typically end up | | | | a discipline that has to be worked at. Learn as much |
| working all hours to meet deadlines. Insufficient | | | | as you can on each project, then use that |
| detail in the plan means time and effort requirements | | | | knowledge to energize yourself and others on the |
| will be underestimated. Only when we get to the | | | | next project. |
| detail is the full extent of work revealed. | | | | Communicate with focus and sensitivity, to align the |
| If you do not know the detail then you will not have | | | | varying interests of stakeholders and team with the |
| credibility in front of your team or your boss. Define | | | | needs of the project, repeatedly, throughout the ups |
| what completion specifically means for each task and | | | | and downs of its life. This is no simple task! So if |
| deliverable. If it is at too high a level, break it | | | | you want to be a great project manager then you |
| down. Avoid surprises. Get to the detail. | | | | will need to be an outstanding communicator. Period. |
| Law #3 No Truth, No Trust | | | | Stop the Insanity! |
| Projects are performed by people. And people | | | | I do not claim that observing these five laws alone |
| work together best when there is mutual trust. | | | | are a panacea for all project ills. But they are the |
| But trust does not come free. It is tied to truth. | | | | strongest forces for shaping success or failure on |
| You cannot have one without the other. So trust | | | | most projects, most of the time. Stop the |
| but verify. Assigning tasks demonstrates trust but | | | | insanity. Respect the laws! |