Random Thoughts

Ah, the thrill of decision-making in project management! The excitement, the brainstorming sessions, the camaraderie—and occasionally, the spectacular failures. As I recently delved into Jared Diamond’s Collapse, I was struck by his masterful analysis of how groups stumble into failure. In Chapter 14, Diamond outlines four categories of decision-making pitfalls that resonate deeply with our modern project challenges.

Let’s take a tour through these categories, illustrated by historical examples from his book and mirrored by some contemporary project misadventures.

1. Failing to anticipate a problem

In Collapse, Diamond discusses how the Norse in Greenland failed to anticipate the Little Ice Age. They stuck to their European farming methods despite the changing climate, which ultimately led to their downfall. Fast forward to our era, and think of the blockbuster flop that was Google Glass. The product team, dazzled by the tech’s potential, didn’t anticipate consumer privacy concerns and the social stigma of being a “Glasshole.” Just like the Norse, they stuck to their vision, blind to the gathering storm.

2. Failing to perceive a problem

Diamond points out the classic case of the Easter Island civilization, which didn’t perceive the long-term consequences of deforestation. They chopped down every tree, oblivious to the environmental collapse it would trigger. A modern echo of this is the infamous Boeing 737 Max debacle. Despite internal warnings and obvious design flaws, Boeing failed to perceive—or at least acknowledge—the gravity of the problem until it was too late, resulting in tragic crashes and a costly grounding of the fleet.

3. Failing to try to solve the problem

The classic Maya civilization, another of Diamond's examples, saw environmental degradation and political strife but failed to address these issues effectively. Contemporary parallel? Think of Blockbuster. They saw the rise of digital streaming but chose to ignore it, clinging to their brick-and-mortar model until Netflix and other streaming services had eaten their lunch. It wasn’t that they didn’t perceive the problem; they simply didn’t try to adapt in time.

4. Failing to solve the problem successfully

Lastly, Diamond discusses the example of the Soviet irrigation projects in Central Asia that led to the Aral Sea disaster. They recognized the problem and tried to address water scarcity, but their solutions were catastrophic, turning the sea into a toxic desert. A modern-day counterpart would be the development of the F-35 fighter jet. Despite massive investment and numerous attempts to address its issues, the project has been plagued by cost overruns and technical failures, making it one of the most controversial military projects today.

In conclusion, decision-making is as much about avoiding pitfalls as it is about seizing opportunities. By reflecting on historical and contemporary examples of failed group decisions, we can learn to navigate the complexities of our own projects with a bit more savvy—and perhaps a dash of humility. So, the next time you’re in a meeting and someone says, “What could possibly go wrong?” just remember: quite a lot, actually.

I recently tuned into a fascinating podcast about the making of the classic film "Pretty Woman." What struck me most was how this project, seemingly doomed from the start, turned into a blockbuster hit. This got me thinking about how some projects, despite facing numerous obstacles, can still achieve remarkable success. Here’s a dive into the chaotic yet triumphant journey of "Pretty Woman."

From the get-go, the production faced significant challenges. When shooting commenced, they had only secured 10 out of the +/- 100 actors and actresses they needed. Imagine starting a project with just 10% of your team! It’s akin to launching a new product with only a fraction of your resources in place. But the team forged ahead, showing resilience from the very start.

Interestingly, the original script of "Pretty Woman" wasn't the romantic comedy we all love today. It was a darker drama titled "$3000," referencing the amount of money Richard Gere's character would pay Julia Roberts' character. The script was filled with grim references to drug use and its consequences, far from the feel-good movie it eventually became. This drastic shift in tone reminds me of how initial project plans can undergo massive transformations, often leading to better outcomes, much like in agile project management where flexibility and iteration can yield surprising results.

Another quirk in the production was the on-the-spot scripting. Many scenes were crafted during filming, a process that could easily derail a project. This improvisational approach is akin to building a plane while flying it. Director Garry Marshall wasn’t even sure of the film’s tone, so he shot each scene three times with different emotional undertones—funny, dark, and random. This gave them flexibility in post-production but also highlighted the uncertainty that permeated the project, similar to how agile methodologies allow for adjustments and pivots based on ongoing feedback.

One of the most iconic scenes in the movie—where Richard Gere and Julia Roberts are at a fine dining restaurant and a snail flies out of her hand—wasn’t scripted. This spontaneous moment became one of the most memorable parts of the film. In project management, this is akin to creating value through unexpected features. Sometimes, the unplanned elements can deliver significant value and delight to the stakeholders, reinforcing the importance of being open to spontaneity and seizing unexpected opportunities.

Despite these haphazard elements, the film's release was a roaring success. With a budget of just $14 million, "Pretty Woman" grossed an astonishing $463 million worldwide. This kind of success in the face of so many hurdles is both inspiring and perplexing. It serves as a reminder that sometimes, the most chaotic and seemingly doomed projects can achieve greatness.

Adding to the list of bizarre anecdotes, Julia Roberts was a relatively unknown actress at the time, and Richard Gere almost didn't take the role. The chemistry they brought to the screen was more serendipitous than planned, yet it became a defining element of the film's success.

In conclusion, "Pretty Woman" exemplifies how adaptability, resilience, and a bit of chaos can lead to unexpected success. It’s a testament to the idea that no matter how troubled a project might seem, there’s always a potential for it to turn out incredibly well. So next time you find yourself in a seemingly doomed project, remember the journey of "Pretty Woman" and take heart—you might just be on the brink of a blockbuster.

Ever faced situations where ideas varied in execution quality? There are good ideas poorly executed, bad ideas well executed, and then there are bad ideas executed even worse. Let me share an example of the latter. In July, the eighth edition team of the "Arctic Challenge" expedition set out from Costa del Sol to Greenland. Their goal? To document climate change effects and undertake the "Iceberg Operation" — transporting a 15,000-kilogram (approx. 33,000-pound) glacier chunk to Spain, exhibiting it in central Malaga, where it would gradually melt.

Noble intention to raise climate awareness, right? Well, it stirred controversy, especially drawing criticism from Ecologistas en Acción, labeling it counterproductive and mere PR by authorities.

The Project

Led by Málaga explorer Manuel Calvo Villena, the expedition ran from July 17^th to August 3rd. The plan? Ship the massive ice chunk in a refrigerated vessel at -22°C from Greenland to southern Spain. All seemed well until the shipping company reported a mishandled load, leading the ice block to impact the container doors, breaking into four pieces. Despite this setback, they decided to continue. After days at sea (more than initially planned), the captain confirmed the iceberg wouldn't arrive, sharing a picture where the largest piece resembled a watermelon. Everyone was astonished. The project went belly up... or maybe not?

Success or failure

Ever heard the Spanish saying that it's better people talk about you, even if negatively? The gist: attention, even if negative, may hold more value than being completely forgotten. The failure gained worldwide notoriety, featured in over 180 international media outlets. One could argue that the goal of raising awareness about global warming succeeded, albeit through an unexpected path. Speaking about the project's failure meant talking about the underlying issue of climate change.

The Sydney Opera House project is another example — initially a failure later considered a success. The difference? Sydney Opera House was a good idea poorly executed, evident in its massive cost overrun and delays. In contrast, bringing a massive Arctic ice chunk was flawed from the start. There wasn't enough time or common sense applied to analyze the energy cost of hauling such a load at sub-zero temperatures across such distances — about 1500 metric tons of CO₂ contributing to the very climate change the project aimed to address. It's a classic case that should've gone back to the drawing board before diving into such foolishness. In a way, it's reminiscent of world leaders jetting off in private planes to climate summits with entourages of gas-guzzling cars.

Conclusion

Next time you're offered a lead or participation in a project, take the time to reflect on the idea's validity and purpose behind it. What some call the "higher purpose" or the "why". 

Thanks for reading!

You're probably well-acquainted with the timeless adage: "People don't leave bad jobs; they leave bad bosses". Over my two decades of professional experience, I've had the privilege of working with inspiring leaders who propelled me to new heights, as well as those whose management style left much to be desired.

Reflecting on this journey, I've distilled the characteristics that define a less-than-ideal manager into the ten commandments of poor leadership:

1. Empowerment evasion. Fails to foster empowerment and trust among their team, effectively stifling growth and potential.

2. Micromanagement mayhem. Tends to micromanage, thwarting the creative and autonomous spirit of their team members.

3. Delegation dilemma. Struggles with effective and equitable delegation, leading to imbalanced workloads and frustration.

4. Team neglect. Places personal success above team development and growth, leaving the collective potential untapped.

5. Superior obsession. Prioritizes appeasing superiors over the well-being and satisfaction of the team, sowing seeds of discontent.

6. Feedback fiasco. Offers vague or unconstructive feedback, acting as a roadblock to individual and collective progress.

7. Time disregard.  Demonstrates a casual approach to punctuality, often arriving late to meetings or canceling them at the eleventh hour, impacting team efficiency.

8. Arrogance abyss. Radiates arrogance and a profound lack of empathy, fostering a hostile work environment.

9. Responsibility reluctance. Shuns accountability and readily pins blame on subordinates when issues surface, eroding trust within the team.

10. Credit conquest. Seizes all the glory when things go well, conveniently sidelining the contributions of the dedicated team.

I invite you to contribute any additional negative traits that you believe deserve a spot on this list! 

Thanks for reading :-)

Describing the role of a project manager is no easy task, and drawing parallels with well-known professions can aid in this endeavor. While a film director, a sports team manager, or a choreographer do share certain similarities with the role of a project manager, the most fitting parallel can be found in the position of an orchestra director.

Below is a list of six key skills and features shared by both roles, essential for achieving excellence:  

1️⃣ Vision and Direction. Both have a clear vision of the final outcome and set the direction for their respective teams. The conductor interprets the composer's score, shaping the performance's artistic interpretation, while the project manager aligns the team's efforts with the project's objectives, ensuring everyone understands the desired outcome.

2️⃣ Coordination and Collaboration. The conductor's role is to synchronize the musicians, ensuring they start and stop together, maintain proper timing, and play in harmony. Similarly, the project manager coordinates the team's activities, assigns tasks, and facilitates collaboration among team members, ensuring everyone is working together towards a common goal.

3️⃣ Leadership. The conductor inspires and motivates the musicians, sets the tempo, and brings out the best in each section of the orchestra. Likewise, the project manager provides direction, supports team members, resolves conflicts, and empowers individuals to perform at their best.

4️⃣ Communication and Feedback. The conductor uses non-verbal cues, such as hand gestures and facial expressions, to communicate with the musicians during the performance. Similarly, the project manager facilitates effective communication within the team, provides feedback on progress, and keeps stakeholders informed about project status.

5️⃣ Adaptability. Both need to adapt and make real-time adjustments. The conductor may modify the tempo, dynamics, or interpretation during a performance, while the project manager needs to address unforeseen challenges, adjust project plans, and ensure the team remains focused and resilient in the face of change. In fact, aleatoric compositions encompass improvisations that occur within a predefined range of pitches and rhythms, providing flexibility to both the conductor and the orchestra. This parallel can be drawn to the application of agile approaches and self-organizing teams.

6️⃣ Guidance. A conductor has sufficient knowledge of music to be able to facilitate the orchestra's work but does not need to be an expert in each section or instrument. In the same way, project managers need sufficient domain or application knowledge but do not need to be able to roll up their sleeves and do the work of each contributor.

In summary, next time someone asks what do you do as a project manager, you can cleverly adapt Gustavo Dudamel’s quote: “The conductor's art is not to stand in front of an orchestra and wave his arms, but to awaken it to the possibilities that lie within the music".

So let’s continue this symphony and keep playing, shall we?