On making it up as you go

IT'S ALWAYS a good idea to do some research, have some case studies and role models to help you make decisions. Unfortunately (Or fortunately, for those of us who like uncharted territory,) there are many situations for which there are no precedents. New technology, new market forces, and other factors create a lot of options that have never existed before. So what do you do when there's no one to ask? There are a lot of project methodologies available from a number of sources. I suggest the CCDC model available at request, for three reasons:

1. It works,

2. It provides a common vocabulary and set of tools for communicating about projects,

3. It offers very possible solutions.

Following a methodology is very important for projects to succeed. More important than that, however, is to decide what projects to pursue, and why!

1. Ask `Why' questions

Many people jump too quickly to what they think needs to be done, rather than exploring `why' they're doing things in the first place. A small team `bucked the system' at Indian Railways (Konkan Railway) when the rest of the organisation was promoting the standard goods wagon freight service. This division advocated letting the standard freight cars be, and devoting resources instead to the `piggyback' flat bed cars. (These were designed to carry fully loaded trucks ready to drive off at the destination.) The piggyback service is now a major component of Konkan Railway's success.

2. Develop a broad objective

In the Konkan Railways example, defining a broader objective (to capture transportation market share) worked much more effectively than the narrower objective of pursuing a larger percentage of the standard goods wagon market. Broader objectives give you more options.

3. Develop an action plan (project plan)

Take your broad objective and brainstorm ways to achieve it. Research the most likely possibilities, using objective criteria to choose among them. Consider everything, no matter how far- fetched. The only ideas you should discard out of hand are those that violate ethical principles. (This is where you start a project methodology.)

4. Manage risk

Figure out what could go wrong, and what you could do to reduce the likelihood of bad things happening, or the severity if it does happen.

5. Communicate to all stakeholders

Explain what you're doing and why, and when you will start. Never surprise your stakeholders, (except maybe by giving them good news when they don't expect it!).

6. Do it!

Too many people wait around for permission, or wait for someone else to take responsibility for their actions. At best, they find that others are always taking credit for their successes when they do happen. At worst, they end up sitting around forever and are seen as unproductive.

If you take the responsibility yourself, you risk failure, but if you're following a good methodology and have done your homework on step four, the risk is slim.

ABHIMANYU ACHARYA