Projects are late. Promises aren’t kept. Schedules are tweaked or ignored. We human beings are pretty bad at starting and ending our tasks on time, no matter how much planning we do.
A good article-plus-podcast Why We’re Late explains the causes. One is that lateness is due to the “planning fallacy” – our estimates of how long a task or project will take is often too optimistic. We don’t plan for all the possible interruptions we might encounter – after all, as the article said, we plan to succeed, not to fail. Two other contributors to lateness are:
- On big complex projects, we often forget to plan for the coordination required to pull various aspects of the project together.
- On a more personal level, we forget that humans aren’t very good at “impulse control”, meaning we procrastinate because we do what we want to do at the moment, instead of sticking to our scheduled plan. Like, I’m going to check my email for a minute first? Yeah, sure, and half an hour later I’m into a whole other mini-project. We humans are pretty distractible!
Solutions? They mention software that helps project team members see what other players are responsible for, and how project parts are related by schedules and dependencies. They suggest tracking your performance – get data on what takes a project off-course or distracts you personally from getting a task done. And also, of course, using that data to improve your time estimates.
Lateness is everywhere. People are late to meetings. Managers give assignments without a specific deadline, often over-using the word “priority” as if that will make things go faster. And when an assignment is turned in late, nobody says, “This is three days overdue.” We let it go.
Communication can shift the lateness habits of a work group. Performance Conversations and Closure Conversations help give more attention to timelines, including follow-up on whether deadlines were met.
- Alex says, “I’d like to present this policy brief at the Board Meeting on Tuesday. Can you get the references needed, collect comments from the other three Advisors, and include the changes they suggest? I would need that finished by Friday close of business.”
- Justin says, “Sure, I can do that. Send it over to me.”
- Alex confirms that they have an agreement: “You promise you have time for this? I don’t want to be scrambling to pull things together on Monday.”
- Justin: “Yep. Consider it done.”
So, a request from Alex + a promise from Justin = an agreement. Performance Conversation complete.
- Justin, on Friday at 5:45, says, “Sorry, but one of the Advisors hasn’t responded yet. I’ve sent you the update using comments from the other two, but don’t know if that’s enough.”
- Alex says, “Thanks, I’ll look at it over the weekend. But, FYI, close of business means 5:00 PM, not 5:45, so I was wondering whether you were going to deliver. I say this because I want all of us to pay more attention to keeping time agreements. I’ll talk with Advisor #3 this weekend about that too. Sorry I didn’t make it clearer before. And, despite being picky about timing, I really appreciate that you’ve made it possible for me to review this and plan my Board presentation over the weekend. Thank you very much.”
Closure Conversation complete. Bringing all “four A’s” into a conversation is powerful:
- Acknowledge the facts of the situation – what happened and why it matters;
- Appreciate the people – recognize the value of their effort and contribution;
- Apologize for mistakes and misunderstandings – cleanup improves trust; and
- Amend broken agreements – set up for a future where agreements can be honored.
The article pointed out there is data going back more than 100 years showing that at least 80% of projects have cost and/or time over-runs. Making clear agreements, and communicating with people about the success and failure of those agreements, can shift the communication habits of a work group to support being on time.