Do you really know what's happening in your business?
I’m a huge fan of metrics and scorecards. What gets measured matters. If you pick the wrong metric, you can make bad decisions based on faulty assumptions. If you pick too many metrics, it becomes an administrative reporting nightmare and most people “forget” to update their scorecards. If you select the right mix of leading and lagging metrics, you have a better chance of succeeding.
Some company cultures like to always reinforce the positive. We all want to look good to our bosses. Some bosses put heads on the chopping block if you dare be the bearer of bad news. All of these things can lead to.
I’m a huge fan of metrics and scorecards. What gets measured matters. If you pick the wrong metric, you can make bad decisions based on faulty assumptions. If you pick too many metrics, it becomes an administrative reporting nightmare and most people “forget” to update their scorecards. If you select the right mix of leading and lagging metrics, you have a better chance of succeeding.
Some company cultures like to always reinforce the positive. We all want to look good to our bosses. Some bosses put heads on the chopping block if you dare be the bearer of bad news. All of these things can lead to.
The “Watermelon Effect”
Projects or metrics appear green and shiny on the outside. Leadership has no indicators that a project is off track or a key business indicator is concerning.
Those closest to the project know it’s in trouble – it’s red and pretty messy. The greater the distance from the project the harder it is to see the red. Messages, metrics and meaning become diluted.
Reduce the likelihood of watermelon projects
Ultimately, the culture of the organization determines whether or not you will have watermelon projects. Blaming and shaming behaviors will lead to more watermelons. Open and supportive behaviors increase the likelihood that staff will speak up before a project is in too much trouble.
There are several steps organizations can take to reduce the likelihood of watermelon projects.
Clearly identify what is in scope and what is out of scope
Resource the project appropriately (dollars and people)
Schedule regular check ins between the project leader and the … project sponsor
Close each meeting by asking each project team member to share one positive thing about the meeting and one potential concern
Thank people who identify potential problems
Make it safe to say “I / we made a mistake”
Clearly define red as a call for help - raise the red flag sooner rather ... than later
Train your teams and your leaders the essentials of good project ... management
Projects or metrics appear green and shiny on the outside. Leadership has no indicators that a project is off track or a key business indicator is concerning.
Those closest to the project know it’s in trouble – it’s red and pretty messy. The greater the distance from the project the harder it is to see the red. Messages, metrics and meaning become diluted.
Reduce the likelihood of watermelon projects
Ultimately, the culture of the organization determines whether or not you will have watermelon projects. Blaming and shaming behaviors will lead to more watermelons. Open and supportive behaviors increase the likelihood that staff will speak up before a project is in too much trouble.
There are several steps organizations can take to reduce the likelihood of watermelon projects.
Clearly identify what is in scope and what is out of scope
Resource the project appropriately (dollars and people)
Schedule regular check ins between the project leader and the … project sponsor
Close each meeting by asking each project team member to share one positive thing about the meeting and one potential concern
Thank people who identify potential problems
Make it safe to say “I / we made a mistake”
Clearly define red as a call for help - raise the red flag sooner rather ... than later
Train your teams and your leaders the essentials of good project ... management