Proper Preparation Prevents Poor Performance. This simple phrase describes the core behavior of all project related work. The notion that “emergence” is the driver of the participants in a project requires careful consideration. The technical or business requirements of the outcomes of the project are always “emergent” in some form. To be otherwise would require a percent set of activities, materials, technology, and personnel. This of course is simply not possible.
Failing to understand the subtleties of the continuous emergence of requirements means failing to understand any project requires planning to deal with these emerging requirements. This emergence also pertains to the tools and processes used to manage and deliver the project. emergence is applicable to all elements.
Preparing for Emergence is the critical success factor in project work. Proper preparation is foundation of programmatic and technical risk management. This means asking and answering the “if – than” question, rather than the “what – if” question.
“If – Than” means knowing what can go wrong and how to respond to the following:
- Variation – comes from small influences to the project work and technology within the bounds of normal variances. Attempting to manage these variations is usually a waste of time. Instead knowing the boundaries of these variations and providing “margin” for them in the cost, schedule, and technical performance domains is proper preparation.
- Foreseen Uncertainty – are identifiable influences on the project that may or may not occur. Alternative plans are needed to respond to these foreseen uncertainties.
- Unforeseen Uncertainty – are influences that cannot be identified during the project. These are sometimes called “unknowns unknowns.” Since there is no Plan B, a no Plan all together is needed.
- Chaos – are events that have influenced the project before the project started. The very definition of a project is a set of stable drivers – requirements, stakeholders, technologies, processes.
