The Cookie Cutter Project

We all come across these straight forward projects, right? The project that was done half a dozen times before, that it almost feels like an operation to the project team. Deploying a new infrastructure at the fifth location of the company, or extending an automated software application service to a new region after three successful deployments elsewhere. Sounds familiar?

Many project teams come across these cookie cutter projects each year, and also many of them end up having a hiccup. NASA shuttle program is one well publicized example. It was not the first few times a mission was launched when it blew up into flames. The program has been very successful for years with dozens of missions. Smaller projects experience the same. Several things project teams need to keep in mind with cookie cutter projects are:

Projects are Projects
A project is still a project, even if done before in a similar context. the fact that a scope of work has been identified by someone as a project means it inherently has some risk, and is deemed by the some in the organization to require closer baby-sitting than a typical operation. On a recent project I was leading for a high tech materials company supply chain, the team viewed the project as a cookie cutter and saw no need for tight toll gates, reviews and checks and balances. After all it was their fifth time to deploy this service for ordering the end product by their business customers. It took extensive coaching and education to explain to the team that if the project came to us, it means that the supply chain service line, as well as the IT PMO have determined it unique enough to be staffed as a project, rather than an operation.

Identical is not Similar
Studying geometry in eight grade was not a total waste for those who did not end up studying engineering. Similar and identical triangles are not the same. Unless a project is identical, to a previous project it should be considered unique and requires progressive analysis. Similar projects will have one-off requirements, or some special handling, or a change that occurred since the latest iteration of the similar project. This is exactly what happened with my project, during the time between the latest deployment at location A and the deployment at location B was five months. A couple of key processes changed across the the supply chain on the other side of the ocean. This change added risk and requirements that location A did not need to deal with. the project team for location B was not aware of this enterprise level change. Similar is not identical.

Humility Pays Back
We all are well aware of Titanic, the vessel that supposedly would survive a crisis in the middle of the water. Watching reconstruction videos of airplane mishaps occurring 40,000 feet high over a vast ocean, and how these failures were resolved has been not only intriguing for me as an engineer and project manager, but also an eye opener. No matter how advanced we human beings become, no matter how many sensors we have on an aircraft, or an Internet of Things (IoT), we will never beat the power of unknowns and unseen, nature and the Creator's will. Humility in dealing with projects' technical scope, technology, science, external factors, human behavior and automated electronic processes that usually run in the background undocumented properly is just good business sense at minimum.

So a cookie cutter project is more than a cookie, its a cake with some custom toppings that could mess up the whole cake if not properly placed.

Enjoy the cake !

Risk Management and Normalization of Risk

Once in a while we come across a failed project, poor decision or worse a catastrophe. The individual or team behind the decision might be very well experienced. When teams take on risks and plan well ahead for the impacts of these potential scenarios, they build competence and are well equipped to handle these risks. However is many situations the risks are mitigated and no negative impact is ever realized, causing teams to be more aggressive in risk taking, and hence the normalization.


In other words, successes and error-free delivery could lead us to gradually accepting higher levels of risks simply because the subsequent effect from a previous risk never occurred. When this normalization occurs we start to operate outside of acceptable parameters without realizing, potentially falling into trouble.

Risk Management Through Coaching

To manage risks on a project we tend to follow various processes such as planning for risk management, conducting qualitative and quantitative analysis, and responding to risk. These processes include specific details such as the definition of a risk, risk triggers and thresholds, steps the team will take to identify risks, the classification and groups of risks, risk prioritization and many other little details. These processes work very well - when implemented correctly of course - and are successful in avoiding the negative consequences of a potential risk should it occur.

Besides these well known and understood project management, agility or systems engineering processes, coaching and mentoring is another powerful tool for risk management. Having another project manager as your coach allows you to get a fresh insight on project health and can hold you accountable in an informal manner to project goals and aspirations. Your coach acts as a friendly auditor and makes collaboration even fun.

Next time you manage a project don't forget to have a coach or buddy, whom you trust. You will not only gain some insights on your progress, but you will also be motivated to raise the bar.

External Project Risks More Important than Ever

As the economy becomes more challenging and the impact of globalization increases project risks become more in number and impact. Moreover external risks are closer than before. Examples of external project risks that have become much more visible during the downturn and that project managers should start accounting for if they haven't already are:

- Fluctuating currency exchange rates
- Labor issues (strikes, layoffs)
- Regulation changes
- Customer investment and purchasing changes
- Contract breaches
- Financing and investment opportunities

Have You Looked at the 2 F Words? Five Factors !

Developing a new product in no easy job. The uncertainity that looms around you seems endless. This uncertainity can be broken down into 5 areas as explained by Michael Porter, in his book "Competitive Advantage: Creating and Sustaining Superior Performance".

1. Potential entrants

2. Supplier Power

3. Buyer Power

4. Substitutes

5. Industry competitors