Читать книгу The Red Pill Executive - Tony Gruebl - Страница 22

“There has to be a way we can win.”

~Nance in Edge of Tomorrow³⁹

In traditional project management, cost overruns, missed goals and deadlines, and even failed outcomes go with the territory. It’s no wonder the average Operations Executive takes the attitude, I’m already investing enough money, resources, and time on this. I’m not changing anything. Not even if it can increase my likelihood for success.

Simply put, it’s the devil they know, so they leave it alone. By the way, that’s a perfect definition for blue pill thinking.

We’ve already established that project management statistics are attached to the Iron Triangle with a 70% fail rate. Lock yourself inside the Iron Triangle at your peril. While you’re playing it safe, Jaws is circling and he’s really, really hungry.

While we would agree that the Triple Constraints are vitally important, they are part of a larger pie. Every Operations Executive wants to keep time and expense low and maintain the scope balance. That’s how to get the most value.

However, when looking at overall project success, we have to widen beyond the Iron Triangle to Business Value and do that with a high level of clarity. No sugar coating here. No tweaked numbers to fit an agenda. No more murky statements like, “We’re doing fairly well.” Or “Nothing is wrong here. Especially near the nuclear reactor.”

We’re looking for fidelity in the true value potential. When assessing the Business Value of a project, think of yourself as a special ops sniper with a laser scope and a night sight. You’re locking Business Value into the crosshairs, onboarding the squad, and heading straight for the Omega. This is where stuff gets real.