Why Program Managers do NOT raise red-flags on time

Ever noticed that when Program Managers raise a red-flag it is already too late to fix the situation? Why do you think that is? Poor Estimates of Course! But even when a team/individual is under-performing there is often some reluctance from the PM to bring that it to the attention of management.

Reason1: Poor Estimates.

Garbage-in, garbage-out. A goal  without an action-plan is just a wish-list. The art science of estimation can fill an entire book. Not estimating a project bottom-up from the beginning is a huge risk.

Reason2: Sunk-Cost fallacy

A typical PM’s though process – The team has already spent a few days/weeks on this, maybe one day more and they will be done; and then we can worry about getting back on track. After all, how hard can it be?…

Reason3: Endowment Effect

Endowment effect refers to the  cognitive dissonance that makes one look favorably upon one’s belongings or one’s own endeavors. Most commonly exploited by the myriad try-before-you-buy sales. Their aim? get the product into the hands of potential owners so that potential-owners form favorable opinions of the product all by themselves. PM’s are most vulnerable to a similar effect when they look upon the program as their brain-child. It is almost impossible for a PM to accept it early-on when the best-laid plans begin to go awry.

Reason4: Self Evaluation

At the end of the day, a PM is evaluated on the timely delivery of product. It is natural that a PM looks at a slipping schedule as an imminent failure of his ability to run the program. In a competitive environment, it is natural that a PM would try his best to avoid a black-spot on himself. Unless a open and accepting culture is cultivated by the management, naturally PMs will make every attempt to delay the inevitable and avoid emphasizing a slip in the schedule early-on.

The Fix?

Install an early-warning system in place. This could be a modular, granular planning and time-tracking tool like JIRA.

An quicker alternative is to switch the reporting/mental model of the PMs. In this alternative reporting model:

Each project is assumed to be in RED by default. Until proven otherwise, a project is assumed to be slipping schedule and heading towards a cost/time over-run.

To lower the escalation, periodically the PM is tasked with presenting the information of the program planning and execution. If the PM can share a project-plan with effort-estimates and demonstrate that the work so far has been carried out according to their respective  initial estimates, then the escalation can be lowered from RED to a YELLOW.

A program can be designated the GREEN status ONLY if the above project-plan is very detailed and also contains the list of pending actions with their respective effort-estimates all the way to the conclusion of the program. A PM who can provide such evidence surely deserves the right to GREEN-flag his program.

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~ by CVS268 on Thu, 17 Nov, 2016.

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