Change

“The perfect is the enemy of the good.” – Voltaire

When managing projects, it may help to remember that you are doing something at odds with most business practices and which upsets many people. Projects are temporary and create something new. Most businesses are ongoing operations which recreate the same things. Because projects create something new they are all, at some level, about change. Change is hard, feared and resisted.

Resistance to change is rooted in a basic human need for security. People desire stability. Businesses want to be safe, secure and in control. Pursuing this, they invest in better ways to do what they do and thereby reduce their ability to do anything else. Laws and regulations require that people be treated equally and that businesses pay taxes, file reports, demonstrate regulatory compliance, and perform other repetitive tasks. People, businesses and governments are biased toward sameness.

Projects are different. Where operations do the same things over and over, projects do something unique. Where operations are intended to be ongoing, projects are intended to end. As operations and projects are fundamentally different, it should be apparent that the organizations, methods and mind sets best suited for operations are not the best for projects.

People, as individuals, are not central to operations. Operations are procedure-centric. They improve and refine their procedures to the point where who follows them has little impact on the quality or quantity of what is produced. Operations take advantage of the predictability inherent in repetition to insure a consistent product.

Procedures, which rely on repetition, are less useful for projects. Projects, which are always doing something new, rely on people. Projects are people-centric. Projects rely on contributions from people as individuals to create something new. Change comes from people, not procedures.

Businesses often forgo change until forced to change in order to compete in a changing and competitive world. When forced to change, projects are the instruments which implement that change. There are different types of change and different types of projects.

Project types

Projects types range from the evolutionary to the revolutionary. At one end of the range are evolutionary projects which implement incremental change, something that is very similar to what has been done before or is being done in other organizations. At the other end are truly revolutionary projects, those which seek to do something that has never been done before. The more revolutionary the project, the less predictable and less operations-like it is.

Most projects are evolutionary. When people can work in the same departments, for the same bosses, with the same people, and do nearly the same work they do for operations, projects are neat, predictable and unthreatening. Operations are most likely to undertake evolutionary projects. These are well-suited to operations’ organizations, mind-sets and experiences.

Revolutionary projects are very challenging. To succeed, they need imagination, a willingness to take risks and an organization that allows things to be done differently. Doing things the same way, but expecting different results, does not bring change. Despite this, operations often undertake revolutionary projects as if they are just a different type of operation.

Projects aren’t always successful. Projects can end without achieving their goals. Sometimes killing a project is the best thing for it. Sometimes projects end because the resources to pursue them are exhausted or taken away. Projects are risky and may fail.

Most projects fail because of insufficient resources to achieve the desired goal (most common with revolutionary projects), being denied the flexibility required for success (most common in operations organizations), and/or because people want them to fail (most common when seeking to introduce changes within an organization).