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Does your project suck? Is it unsalvageable? Morale is in
the garbage, everyone knows it’s doomed, nobody wants to step up and allow
themselves to be associated with the loser?
the garbage, everyone knows it’s doomed, nobody wants to step up and allow
themselves to be associated with the loser?
Yep, your project sucks!
But actually, it’s surprising how quickly things can turn
around when new ideas emerge. Start applying a few good principles, and people
start believing again. That’s sometimes all it takes. When people believe, they
run toward the goal, just to see if it can be done.
around when new ideas emerge. Start applying a few good principles, and people
start believing again. That’s sometimes all it takes. When people believe, they
run toward the goal, just to see if it can be done.
Task warnings are a good place to start. Use task warnings
to stop cost overruns and feature creep. Once people know we’ve got a handle on
that aspect of the project, they’ll know other things are not far behind.
to stop cost overruns and feature creep. Once people know we’ve got a handle on
that aspect of the project, they’ll know other things are not far behind.
“Yikes! We’ve got to finish these tasks up!”
Now try assigning tasks to employees, and watching the
resource allocation charts. Move tasks along, and press toward the goal.
resource allocation charts. Move tasks along, and press toward the goal.
Link tasks and pay attention to project slippage. Let
everyone know when it happens, and articulate your desire to prevent them from
happening again.
everyone know when it happens, and articulate your desire to prevent them from
happening again.
Other tools help in other areas. Once you get a handle on
your rotten project, morale will change.
your rotten project, morale will change.
Give it a try.
Start with Task Warnings
As stated above, the place to start might be task warnings.
Task warnings pop up when employees are approaching the end of their tasks.
They are notified when they reach a certain percentage of the estimated hours.
That percentage is set by the administrator. This single popup has a huge
psychological effect. It tells employees that the expected time for the task is
nearly exhausted, and that they should move on.
Task warnings pop up when employees are approaching the end of their tasks.
They are notified when they reach a certain percentage of the estimated hours.
That percentage is set by the administrator. This single popup has a huge
psychological effect. It tells employees that the expected time for the task is
nearly exhausted, and that they should move on.
“Oh gosh, I gotta get going on this task!”
Another popup comes up with the task is fully complete,
which locks the employee out. Those two popups alone could make a big dent in
your effort to save a doomed project. They carry a huge message of urgency and
completency.
which locks the employee out. Those two popups alone could make a big dent in
your effort to save a doomed project. They carry a huge message of urgency and
completency.
Begin sharing project triangles with the project team
Competency and concern for the project can be demonstrated
by simply printing and sharing a project triangle that represents your current
project. That project triangle illustrates three demands that are held in constant
tension. Those are Time, Cost, and Scope. The message is usually immediately clear.
by simply printing and sharing a project triangle that represents your current
project. That project triangle illustrates three demands that are held in constant
tension. Those are Time, Cost, and Scope. The message is usually immediately clear.
Viewers expect the triangle to be perfectly symmetrical. But if one corner is
skewed badly, you immediately want to correct it.
skewed badly, you immediately want to correct it.
“Seriously? That’s our time, compared to cost and
scope?”
scope?”
“Aggh!”
For instance, if your “Time” corner is huge
compared with the Cost and Scope corners, you instantly realize you’ve been
spending too much time, and must find a way to get things done quicker. This
simple graph demonstrates competency and care, which can motivate the team.
compared with the Cost and Scope corners, you instantly realize you’ve been
spending too much time, and must find a way to get things done quicker. This
simple graph demonstrates competency and care, which can motivate the team.
Competency inspires action
The mere demonstration of competency is your biggest tool in
inspiring action to salvage a bad project. Share print-outs, discuss risks,
explore unknowns, and generally involve the project team. Everyone already
knows the project is doomed, so why no share the bad news in analytical terms.
Show everyone that you know why it’s doomed, and what you think should be done
about it. If those discussions have the least air of plausibility, then you’ll
likely get a small following of believers willing to implement your recovery
plan. Demonstrate that it’s working, and the rest may follow.
inspiring action to salvage a bad project. Share print-outs, discuss risks,
explore unknowns, and generally involve the project team. Everyone already
knows the project is doomed, so why no share the bad news in analytical terms.
Show everyone that you know why it’s doomed, and what you think should be done
about it. If those discussions have the least air of plausibility, then you’ll
likely get a small following of believers willing to implement your recovery
plan. Demonstrate that it’s working, and the rest may follow.
Read more on our website: http://www.stdtime.com/animated/animated-how-to-salvage-a-bad-project.htm
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