Stop Trying to Boil the Ocean
What image does that title bring to mind? Boiling the ocean.
What an immense feat!
The level of effort that would be required to accomplish that task. The amount of work that would be required to boil the ocean. The immensity makes you wail internally with despair….
This phrase is descriptive of a very difficult task, close to impossible. The project is massive in scope and scale, which may have been improperly scoped originally. It could be the type of project with an extremely ambitious goal which can potentially cause stress, frustration, and disappointment for those that are also involved because the project has an extremely low chance of success. So what do you do?
Manage the scope.
Scope is a life ring for the drowning person.
In the case of a project that is out of control (or never in control), it is the tool that is used to ground everyone, in reality, providing a clear definition of the project and its intent. Having the foresight to realize it is necessary to re-scope, de-scope, or just properly scope a project is a key to the success of the team and the organization.
Without this redefinition, this becomes a primary source of burnout for your coworkers and team. By rescoping the effort allows a dose of reality to be injected into the project or program. It enables the team to become more effective. It allows the team to have the chance to make an impact and change the organization successfully. It is not an opportunity to sit back and make the program or project a walk in the park, as there still need to be stretch goals to reach, but not the ones that destroy your team.
What are some examples or indications that you are boiling the ocean? For instance, try to design, develop and deploy a solution in six or nine months, when it was originally estimated to be a three-year program.
Or not having an understanding of the true intent and purpose of a process control system that is expected to measure multiple process lines that are lacking an identifiable problem statement, and it needs to be done quickly (no real “deadline” except hurry up) — even though you have never done it before.
Or trying to find the needle in the stack of needles — big data — without (again) a problem statement. Mountainous tasks that do not have a clear definition, a realistic target date, or the right level of support required for the effort.
When the scope is clearly identified, requirements are clearly stated, with expected results requested and validated, then the ocean no longer needs boiling.
Much like businesses cut costs, cut unnecessary scope out of the plan.
Keep the scope creep from blowing up your project beyond proportions. Hack away the pork fat (ooh, if you also do this, it would be great) and focus on the core intent and expected results.
Clearly identify the problem statement — the thing you are trying to fix.
Develop a method of intent — how you will approach the problem, the who does what by when.
Identify and focus on the priority items, the big hitters, the items that move the needle, by scoring and prioritizing the tasks through the use of risk prioritization numbers.
Maybe even using Pareto’s rules to filter the most important things — the things that are most significant — 20% of the most important work is 80% of the effort.
By making these efforts, your team can better allocate the right resources and estimate your work and time. You should be asking these questions:
What can you do?
What are you strongest at?
What can you push to another team?
Can you delegate?
Who can you develop a partnership with and task certain efforts?
Can you just not do that particular thing now, can it wait for later?
The U.S. Marines (other branches use it too) taught me a trick when I was young — the root of the efforts for a successful mission is by using the 7Ps. It helps frame the issue and reminds stakeholders of the importance of the effort.
Proper Prior Planning Prevents Piss Poor Performance.
Go forth and be brilliant.
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