For me projects have two type of influences - Gains & Strains. The higher the Gain to Strain ratio the more likely you are to keep it on track. So when I'm faced with a failing project I aim to reduce the strains as quickly as possible.
Typically this includes:
- Reducing command & control mechnisms to the absolute minimum
- Changing from "Project Review" meetings to more informal get togethers once a day to synchonise activity
- Stopping the "management" activity and emphasising the "leader/support" role
- Distracting company control freaks with "plans" and lots of activities that I need them to go away and deal with (that won't impact on the team or the project in any way)
- Taking on the role of dealing with the blockers rather than allocating the tasks
People over process, Deliver over Control Documentation, Cooperation over Contracts and Change over Detailed PlansHaven't I heard that before somewhere?
So it looks like my "secret" is that I make projects more agile. I liked that in the past I was a maverick and did projects differently to everyone else. Now agile's becoming mainstream does that mean I'm going to have to become a Waterfall evangelist now just to be different. Now that's a scary thought!