LearnShareProsper logo Boosting Business_Performance Adele Sommers
by Adele Sommers, Ph.D.
 www.LearnShareProsper.com Adele@LearnShareProsper.com 
In This Issue

April 16, 2009
Volume 5, Issue 8

"How-to" tips and advice on increasing business prosperity, published every other Thursday.

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-- Feature Article: Tips for Overcoming Project Overload

-- Note from the Author: Look Ahead to Reframing

-- Special Message: Happy Anniversary to the "Jing Project"

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Note from the Author

Look Ahead to Reframing Success!

Woman looking through a telescopeIn today's issue, we'll explore ways to handle the tricky challenges of working on projects that are attempting to accomplish too many things with too little time.

This topic is particularly timely since many organizations and many independent professionals are in the midst of seeking, starting, managing, or completing a plethora of spring projects packed with tradeoffs and variables.

People who are handling demanding personal situations and job transitions are similarly working, in a sense, on projects constrained by finite conditions and unknowns. Time limitations can easily temper any ambitious goals.

That's why many projects and transitions must involve planning, replanning, and making prudent adjustments based on new information. Having tools to achieve this smoothly and gracefully can make all the difference between the perception of success and the perception failure. (Note that it's often how you frame your point of view and communicate your perspectives that influences how other people perceive success.)

For these reasons, I hope you enjoy today's features, including one of my favorites, "Tips for Overcoming Project Overload." Please join the conversation by leaving your comments on my blog!

Here's to your business prosperity,

Adele Sommers, author of the "Straight Talk on Boosting Business Performance" success program

P.S. If you missed any previous issue, visit the newsletter index!

Special Message

Happy Anniversary to the "Jing Project"

Web 2.0 social media tools such as blogs and online networking venues offer rich environments for conducting serious product research and development. The case study below illustrates how a company can grow a product completely from scratch, based on nothing more than public user input. Note that this project was not a beta test for a pre-existing product, but rather, a ground-up R&D process that involved users worldwide weighing in on every aspect.

Techsmith's Jing Project TechSmith, which makes the extremely popular Camtasia Studio desktop video software, recently celebrated the first anniversary of the truly novel experiment they've dubbed the Jing Project.

What is the Jing Project, you ask? Well...Jing is sort of like a product. But because it's meant to evolve continuously based on how people use it, it's been dubbed a "project" instead. To invite as many people as possible to experiment with it in all sorts of ways, TechSmith offers Jing at no cost on both Windows and Mac OS platforms. Today, Jing is still available for *free* and also in a more advanced version at a modest price.

Jing itself is a screen/audio/video capture tool that integrates with TechSmith's sharing site for business and academic videos, Screencast.com.

Once launched, Jing "lives" unobtrusively as a small, softly glowing orb in the upper corner of your screen. Whenever you need it to use it, you simply "wake it up" with your pointer. The latest version even has a basic image editor that lets you annotate any still screen shots you take. As you try out different ways of applying its flexible features, TechSmith encourages you to share your experiences on the Jing blog.

TechSmith's object lesson: By inviting people to try a *free* tool and report back on how they're engaging with it, TechSmith gathered a constant flow of product ideas and requirements directly from their customers. It's a brilliant and creative way to involve one's audiences in a conversation about exactly what matters to them!

Feature Article

Tips for Overcoming Project Overload
by Adele Sommers

It's two weeks before the deadline. But your project is at least six weeks behind! Everyone is sweating bullets. As the project leader, you're wringing your hands. A volcano of surprises has erupted since the project launched three months ago. And in contrast to everyone's prognostications, no one foresaw the lava flow of trouble ahead.

Project leader pulling her hair outYour dilemma: Information that was supposed to be available in Week 2 won't be known for another month. Parts of the system that were designed to work one way are really working another. A key expert you needed to provide critical details went on extended leave right after the project launch. And that's just scratching the surface!

So today, that simple-looking undertaking that your crystal ball said should only take four weeks of work beckons from a distant horizon. The funding might soon be cut off. And management will surely panic if it's not finished for the scheduled unveiling. You can sense disaster looming, yet everyone feels helpless. So, what can you do?

This article explains how to get out of "project overload" and restore sanity to your endeavor. It may be time to regroup and swiftly chart a new course.

But Wait! Couldn't You Try a Last-Minute, Heroic Maneuver?

Last-minute heroWell, you could, but should you? Yes, it's only human nature to want to pull out all the stops, work 24/7, and pray that it will all come together. Is it still possible to finish on time if you speed up your efforts, put more people on the project, or require the team to work 14 hours a day? And if you do, can you ever get completely caught up?

Let's get real. You and your team will probably need to admit that there is no way you can achieve the original goals in the expected time frame. There are just too many loose ends. Key people and information sources are missing, and that creates gaping holes. Further, parts of the system aren't working correctly. How long will it take to fix that?

A misconception about projects is that you can remedy every late delay by adding people or increasing effort. In certain cases, you can. In others, adding people at the eleventh hour -- or working at a frenzied pace -- just brings chaos, frustration, and errors.

A project delivered with major gaps will seem seriously flawed if everyone compares it to the original plan. Here's a powerful strategy that can make all the difference...

The word "Success!" in a frame
It's Time To Reframe Success!

Reframe success? What exactly does that mean?

Well, initially, you and your team defined a set of requirements for completing the project. There were four types of criteria involved (some of which may have been simply implied):

* Time (the speed or schedule for doing the work)
* Cost (in terms of the funding, the resources, or a combination)
* Quality (how well the effort needed to be done)
* Features (how many components or deliverables there were, and how complex)

On this project, however, it seems you've run into a common situation in which the features (and perhaps quality) have collided with time. There's too much to get done on too short a schedule. It's really no one's fault; everyone was doing the best he or she could. There were just too many dynamic variables in play. When every aspect of a project is a moving target, it often feels like skateboarding on molten rock.

If you reframe success, however, you can reset everyone's expectations toward a much more realistic set of goals.

Introducing the "Project Diamond"

Project diamond: Cost vs. Schedule vs. Quality vs. FeaturesIt's not unusual for project sponsors or clients to want:

1) Low cost and
2) Fast completion and
3) High quality
4) Many features
in the final project deliverables.

Although it's understandable to want the greatest value for the funding, usually it is only possible to achieve two or three out of four of these goals on a typical project. If both the budget and schedule are fixed, the tradeoffs would have to limit the quality, constrain the features, or both.

So the "disconnect" in the situation is that you won't be able to complete everything you started out to do per the original schedule. The answer: Re-plan the tail end of the project so you can smoothly carry over the unfinished tasks to a later phase. This will involve determining which tradeoffs can help you accommodate the severe limitations in the remaining schedule -- and will probably mean doing fewer things.

It's a lot like ending a meeting on time when you still have unfinished business left on the agenda. Yes, everyone can agree to continue talking until all topics have been discussed. Or, you could choose to stop the meeting gracefully by deciding what to carry over to the next agenda. In fact, the earlier you can anticipate any potential need to do this on your project, the more your team and organization will benefit.

You Can Propose a Sanity-Saving Approach

Strategizing session with chessboard Here's a simple but effective strategy for smoothly invoking a new contingency plan:

Review and organize all tasks or deliverables into these categories:

  • "Must-have" within the current schedule, because they will be frequently used or high-impact items
  • "Nice-to-have" within the current schedule, but could be postponed
  • Can't even schedule until there is more information available

Also, determine whether the stakeholders would consider receiving delivery:

  • In phases, just in time for the deliverables' first dates of actual use, or
  • As a pilot or series of prototypes to be tested first and refined later

With this technique, you and your client, management, and the project stakeholders have a flexible understanding of the priorities to be fulfilled -- as well as any tasks or deliverables that would need to be jettisoned or deferred as the project runs out of time.

In conclusion, by reviewing your reprioritized list with your team and management, you can then make any changes needed. If you execute your plan accordingly, you'll sleep soundly again at night!

©2009 Adele Sommers

The Author Recommends

A Quote about the Meaning of Entrepreneurship

The French economist J-B Say coined the word "entrepreneur" around 1800, saying: "The entrepreneur shifts economic resources out of an area of lower productivity into an area of higher productivity and yield."

(Source: The 80/20 Principle: The Secret_of Achieving More with Less, by Richard Koch)

About the Author

"Straight Talk" Special Report
"Straight Talk" Workbook

Adele Sommers, Ph.D. is the author of "Straight Talk on Boosting Business Performance" -- an award-winning Special Report and Workbook program.

If you liked today's issue, you'll love this down-to-earth overview of how 12 potent business-boosting strategies can reenergize the morale and productivity of your enterprise, tame unruly projects, and attract loyal, satisfied customers. It's accompanied by a step-by-step workbook designed to help you easily create your own success action plan. Browse the table of contents and reader reviews on the description page.

Adele also offers no-cost articles and resources to help small businesses and large organizations accelerate productivity and increase profitability. Learn more at LearnShareProsper.com.

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