Draining the Project Management Swamp: The First Mistake - By: Robert F. Steele

In one of my recent articles I described a river that was flooding my cabin property, causing the cabin to sink. Luckily, now that the summer is almost over, the spring run-off is no longer a major problem. However, the water is still running, and nearly three acres of scattered woodland meadows have turned into a swamp. Unless I drain it, the swamp will be even bigger next year.

In project management, there can be similar problems. Prior to the initiation of a project, the idea is like the spring runoff, somewhat directionless, and as the project unfolds, a swamp forms. This swamp is like the work that needs to be accomplished, and to drain the “work,” so to speak, it must be properly channeled out of its stagnancy.

Because I am in the process of managing this time-consuming project, I will describe my experience and how it relates to project management in two different parts, two different articles. Below, I will explain the first mistake I made in this swamp project, and in a follow-up article, I will show what I have learned from a second mistake.

From the beginning, the first thing I did wrong was to dig out the outlet of the swamp. To me, this seemed a logical approach. As I removed the earth that was damming the water, soon enough, the stream was again entering its original path out of the property. However, after a few hours, the water completely stopped. Within the property the swamp was drained of its major puddles, but by not “funneling” it back into its stream (carving a path for it), the ground only retained water like a sponge. Now, at the inlet of the swamp, the water had no path, taking whatever direction it pleased, dispersing into mud. The water was only sinking instead of flowing.

In project management, similar problems occur when focusing on the “outlet” of the project. Allocating resources, finding team members and equipping them for a project may quickly eliminate large portions of the work, but, for a project to go through smoothly, other things cannot be ignored. What I am trying to say can be more clearly explained by the “quick fixes” of project management, where products or services are orchestrated only as a way of achieving instant gratification, not taking into account the ramifications. An example of this occurred in the housing industry prior to the crash of the economy. Construction companies had been building house after house, making cookie-cutter communities, having in mind fresh checks with lots of zeros. But, what they didn’t realize is that there was no one to eat the cookies - no one to purchase the high priced commodities. Even some of those that could afford a house had lost their job and were forced to sell when the market was low. While focusing on the outlet had given quick output, the unmanaged inlet had given a sluggish input, turning into a project that was still “bogged” down with unmanaged work.

A project is more than achieving fast results. It’s about making a path where the project can flow smoothly from inlet to outlet. Project management is also about keeping that flow intact for the future. Next spring at my cabin, the run-off will bring new results, and if I neglect the quality now, I might find myself draining the swamp all over again.

The second mistake, equally complicated, will be covered in a follow-up article. Stay tuned.

About the Author

Using his personal experiences, social observations, and a variety of philosophies, Robert Steele explains the best practices of modern business management. He provides unique, easy-to-understand perspectives on today's project management methodologies.

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