Reflection

Reflection

Managing projects requires an immense devotion to detail, especially in a discipline where a misplaced period can turn success into failure. The ability to focus on the work to the exclusion of everything else is crucial.

However, the problem with being focused is that you tend to lose the context. You need focus to get the job done, but focus will not tell you if the job should be done or if some other job would be better. Many projects have failed because the project manager did not look up from his or her Gantt charts to ask, "Are we going in the right direction? Are we solving the problem that we were brought here to solve?"

Reflection is a procedure by which the project manager formally separates himself or herself from the hectic round of activities in order to validate the direction of the project and to survey the landscape for new dangers and opportunities.

Reflection is formal. Enter it in your appointment book as a weekly one-hour meeting. Treat it as a priority rather than as a flexible spot in your schedule. Early in the morning is best because you are fresh and you have the rest of the day to act on whatever you decide needs action.

Reflection is solo. Arrange to be alone. Stay in your office only if you can see to it that you are not interrupted. Anybody seeing you alone will assume you are available. Call-forward your phone. If you have an open-door policy that encourages interruptions, congratulations, but make up a DO NOT INTERRUPT sign and let everyone know that the only valid reason to ignore it is to yell, "Fire!"

Reflection is honest. You are the only person who will be aware of your meeting and its contents. You do not have to be concerned with justifying your decisions, explaining your position, or diverting accusations. If there are problems, the only relevant issues are the strategies and tactics to solve them, not the assignment of blame.

Reflection is structured. This is a meeting, and, like any other meeting, it needs an agenda. Exhibit 5.9 is a sample.

Exhibit 5.9 Reflection Meeting Agenda

1. Review of general project status. What, in general, is our status? Are we solving the client's problem?

2. Review of general project problems. What, in general, are our problems? Is the staff motivated? Are staff members pulling together? Is the client responsive? How are client relations? How might they be improved?

3. Review of benefits. How, in general, are we addressing the project benefits? Does the original justification still apply? Has the project's progress altered the cost-benefit analysis? Are we doing things that do not support or that detract from the realization of the benefits? How can we enhance the benefits?

4. Review of risks. What, in general, are the risks? Do they lie in delivery? In technology? In application rules? In user acceptance? How have they changed in the last period? What new risks have emerged?

5. Review of scope issues. What, in general, are the scope issues? Is there pressure to expand the scope? How? From whom?

6. Review of management relations. What, in general, are the problems with my managers? Do they understand the issues? Are they responsive to the project problems? Do they accept my judgments and recommendations?

7. Review of team building. What, in general, can I do to improve team spirit? Is the team motivated? Are there general concerns I need to handle?

8. Action items. What actions will I take to resolve the issues that I have identified in this meeting?

In this agenda, the words "in general" appear repeatedly. You are not at this meeting to handle specific problems, such as late delivery or a team discipline problem. The purpose of reflection is to  get you above the day-to-day details. Those you are already handling by being focused. Reflection is designed to deal with an entirely different level of issue.