Project Managers sometime fly by the seat of their pants. Okay, now it’s out in the open.
Some PMs do this all the time. They like the rollercoaster ride, they love the heroics and they see creativity in the pressures of the deadlines and drama.
This approach can be successful depending on the culture of the organization, and the complexity of the projects. Low complexity projects can be successful with a pantser approach; high complexity projects can’t always (I’d say more like can’t ever) be successful this way.
So let’s think about a big complex project and how pantsing can work, or not work.
Can work – in unforeseen risks and issue resolution. You can find creativity in groups when you start with “so what might we do” rather than “what are the main strategies we can apply to this issue?”
Can’t work – if it’s your main risk strategy. You will have risks that you identify and can’t think of a strategy – the strategy becomes, we will try to figure it out if it happens. If all your risks have this strategy you are going to burn people out and destroy your credibility.
Can work – when you are trying to create a new and innovative product or service. When gathering requirements for your product, you can engage the stakeholders in free form sessions of what might be possible.
Can’t work – when your project has complex regulatory requirements. You need to have controls and a clear direction to meet all the requirements. You can’t figure them out as you go along.
Can work – when you are trying to find a way to recognize and reward people. It’s fine to figure out fun things to do at milestones. It can bring the team together to create an on the spot celebration.
Can’t work – in resolving conflicts within the team. You need to have a consistent and clear approach to managing conflict. It creates trust within the team if they know how things will be dealt with.
Tell us about your thoughts on planning v spontaneity.
Tags: communication, leadership, management, project challenges, solutions