Paired Project Management

You probably have seen some of the statistics on project success rates, or more aptly, the rate of the lack of success. The Standish Group’s Chaos report is often cited as one source. There are numerous causes, but one suspects the statistics are even worse for projects of greater complexity.

There are multiple factors to project complexity: the impact strategically or financially to the enterprise; the overall stability of the environment; degree of uncertainty (in multiple dimensions and constraints – from, “is this definitely the right path?” to “will key resources remain”); the number of different disciplines involved; severity of social or legal impact; etc. Far too often, project managers don’t evaluate complexity at project initiation, only realizing the project is of significantly more complexity when difficulties are encountered.

Rule of thumb in planning:
the more complex an undertaking, the more likely any one individual will miss some key element.

One of the interesting practices in the Extreme Programming (XP) movement has been use of pair programming. Two programmers sharing a keyboard and monitor, working together. The typical dynamic is that of driver and navigator; periodically, they switch. Necessary conditions include compatible temperaments as well as cultural support in the team and organization. There are other factors, well discussed, as the use of this practice is about two decades old. Numerous articles discuss paired programming, its benefits (e.g., knowledge sharing), difficulties, and variations.

One of the results of this has been a significant decrease in defects. This is key towards the suggestion: for projects of greater complexity (starting at the upper range of medium), to better ensure project success, use a pair of project managers.

In addition to the need for compatible temperaments, the working environment needs to be supportive, with management not hostile to the idea.

During the initiation phase, having a 2nd knowledgeable viewpoint helps minimize likelihood of anything being overlooked in creation of a work breakdown structure (WBS); better communication planning; more inclusive and clearer risk identification and management strategies.

During project execution, .having two different people allows for more tailored stakeholder management, more bandwidth for individualized communication. In meetings, one can lead the meeting, with the other having the focus on analyzing the meeting dynamics, better able to avoid conflicts or facilitate their resolution if such arise, or even just taking better notes than one person trying to handle both.

If things start to really go badly, it is advantageous to have two perspectives, two sets of experiences upon which to draw, to turn the situation around.

Evaluate project complexity and success rates in your environment. If those rates are not satisfactory for projects of greater complexity, try paired project management.

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Innovation and the Octopus

To create something innovative, one needs to look at things in a new way, going a quantum leap away from the well-trodden paths of the usual. To help stimulate creativity, try examining something unusual, something very different from our familiar world view.

Our way of viewing the world is that of an upright two legged, with two upper limbs and a hand at the end of each, having prehensile fingers.

Our companion animals usually are 4-legged, mostly with more acute sensory abilities than us, but overall, not too unlike ourselves and our view.

Our robotic creations tend to follow those structures and patterns, remaining close to the familiar.
For a very different perspective, consider the octopus and their marvelous abilities; a species millions of years older than our own.

Invertebrate: a large octopus can still squeeze through a 2 inch opening (or even smaller), presenting a challenge to keeping curious octopuses inside man-made containers or tanks. To date our robotic designs are vertebrate-centric; one might consider a soft robot, modeled after the octopus.

While almost all our cognitive neural capacity is centrally located in our brain, the octopus uses a more distributed model, with only about half centrally located, with the rest distributed to its limbs.

A user of tools and toys, one might contemplate what an octopus considers amusing or beautiful. What are the means and media of beauty and harmony for an octopus? How might that intersect with our own aesthetic concepts? Does the geometric pleasure of a Bach fugue resonate for an octopus?

Octopuses exhibit a wide range of behavioral patterns, perhaps falling into categories: are some more extroverted? How can one design a Meyers-Briggs type personality test for an octopus? For robots, how does one differentiate an introvert versus extrovert?

One might not readily associate the octopus with fashion and design, but some creative ideas might arise from contemplation of how a color-blind creature superbly camouflages more quickly than a chameleon. Could a chair be adaptive to the color or pattern of clothes worn by the person adorning it? Or have jewels adapt to nearby attire? (e.g., a modernized, Tiffany-class mood ring).

So much difference from our own way of being, our perceptions, should lead to some inspirations for innovation.

For those curious about the wonders of the octopus, try Sy Montgomery’s “Soul of an Octopus”. It’s a rich, clear and easy read, with the author’s tinge of wonder about the world.

Innovation and Cognitive Diversity

 When we form a team, we tend to populate it with people whose thought processes are similar to our own. It’s natural, in part because it’s easier on us. People whose priorities and thought processes are distinctly different from our own are potential sources of friction within the group.

 But when there’s a need to address complex issues, come up with innovation, combine components in new and value-enhancing ways, then having a team that is cognitively diverse is of benefit. Cognitive diversity means diversity in how we think, in how we perceive and prioritize those perceptions.

 There are some necessary conditions for cognitive diversity to have benefit: team members have to be able to get along with each other, and to work together towards a goal commonly agreed upon.

 Cognitive diversity implies that some members of the group will perceive the world differently, and have distinct mental toolsets associating those perceptions. The interaction between cohesive yet distinct viewpoints allows for fresh solutions, perhaps combining existing processes or elements in new ways.