There is another way of thinking of the light-bulb moment that is familiar to anyone who has seen an ”A-List” celebrity walk down along a red carpet. It’s the popping of not one, but hundreds of flashes all going off within seconds of each other as the paparazzi lean in to take that perfect shot that they rely on to earn a living, and, if they are lucky, make a fortune for years to come.
The effect is so dazzling that it can cause a physical response even for those who were not there at the time. Watch the new coverage of a scene like this and you will often be warned beforehand that the video contains flashing lights. However, the true impact of the light-bulb moment comes when the scene illuminated by the flashbulb is frozen forever in that blinding light, every detail lit up and perfectly exposed so that future generations can see through the photographer’s eyes.
I can’t say that I have ever had been photographed by the paparazzi. At least not to my knowledge. But I can tell you that I have felt the physical sensation of dozens of light-bulbs going off all at once, leaving me feeling dizzy with delight and boosting my belief that, without a doubt I had found a solution to a long-term problem.
Picture the scene: A hotel conference room set out cabaret style, with 20 large round tables set some way away from the main stage. Around one of those tables there were ten people, drawn from different parts of the project management community. I was one of them.
We were there for a workshop on facilitating project kickoff workshops. The company that I was working with had recognised that too many projects were starting off without a clear plan of action and wanted to ensure that all project in future had a kick-off meeting.
Phil, the workshop leader, had started to talk about a couple of approaches to planning as a team. I waited for the inevitable mention of planning using sticky notes. I wasn't wrong, but I was disappointed.
I’d long since lost faith in planning using sticky notes. I knew that it had its fans, but it also came with several major drawbacks including lack of consistency, an over-reliance on subject matter experts and a tendency to overlook the planning for quality assurance and good governance. In my view it was good, but not good enough.
My own preference was for a product-based planning approach. At that time I had had some success in using a RACI matrix to drive the planning of new projects as this overcome some of the shortcomings of planning with sticky notes. However using the RACI matrix didn’t deal with one key problem; that of having to rely on subject matter experts. It also added a new problem; that of having to hold multiple workshops or reviews to get through the long list of possible products in order to agree those needed for a given project. In today’s fast-moving working environment the idea of having several workshops was a no-no, even though developing through iteration was the ideal.
I was only really half-listening when Phil moved on from the discussion about planning with sticky notes to talk about another method for collaborative planning, this time using Index Cards.
Phil took us over to a table with about 30-40 index cards of different colours, folded in half and set out in neat rows, like tents in a field. Phil described the approach as an alternative to putting notes on the wall and left it at that. However it set off a whole series of thoughts, insights and ideas that were a physical shock. This was my light-bulb moment. Not the “single light going on” type. No, this was the full “riot of flashbulbs popping” variety:
- Flash! In one instant I saw how the cards could mirror the freedom and flexibility of sticky notes for capturing ideas directly;
- Flash! In the same instant I could see how those same cards could be pre-prepared to minimise the need for writing and to maximise the thinking time in the workshop, making the workshop faster and more productive;
- Flash! If we can print the name of the product on one side, we might as well print the product description on the other, making it easy to explain what the work products were, for those who were new to the organisation or to project management;
- Flash! I could see how we could make the workshops much more collaborative than RACI workshops in drawing on the different perspectives of the participants, so that we got a much more rounded picture;
- Flash! In the same instant I saw how to build in compliance with project and company standards by making some of the cards mandatory for all projects;
- Flash! If we can construct the timeline and we have historical effort estimates from previous projects then we can quickly come up with an initial estimate of the overall project duration;
- Flash! If we can construct the timeline then we can also start to look at dependencies between teams that might affect the timeline, so that we can manage dependencies between projects, including dependencies on resources;
- Flash! If we know which work products are required to achieve the milestones, we can determine straight away which resources are required, so we can create an initial resource list immediately;
- Flash! If we know the costs of the resources, then we can create an initial project budget which will be much more realistic, as it is based on real data. It should create a more accurate expenditure profile as it already incorporates timings, resources and dependencies;
- Flash! If we can build in mandatory activities to ensure good governance right at the start then we can reduce the risk of projects going wrong later on.
The ideas just kept on coming and my mind lit up as I saw how powerful a process this could become. I scribbled down the formula for how to plan a project exactly as I saw it take shape in my mind: it was something simple, collaborative and easy to replicate time and time again.
Here’s the image that was burned into my brain, the formula for planning workshops that I still use to this day:
- Step One: Clarify the Goal. Spend the first hour of the workshop on defining the goal, clarifying the scope and understanding what success means, for the business and for the team. This clarity is essential. If you don’t have the right goal you will aim for the wrong target. If you don’t have the right reason for attaining the goal you won’t be motivated to pursue it.
- Step Two: Introduce the planning exercise. Explain how the Index Card Planning exercise will work. Make it clear to the participants that they are responsible for planning the project and that your role is to facilitate. Set the expectation for the outcome of the workshop but leave it to the participants to drive the development of the schedule.
- Step Three: Construct the High Level Milestone Plan. Having clarified the goal and its importance to the business, divide the project into suitable workstreams and, for each workstream, define the milestones that could be used to signify success on the route to the goal. Let the participants describe the milestones in their own language because it will help them to take ownership of the plan. Once the team have identified the key milestones, walk through the results and get agreement. Take pictures of the result so that you can review them later.
- Step Four: Construct the Detailed Plan. With the high level milestones identified, select the Work Products that are needed to achieve each milestone. These Work Products can be pre-printed to eliminate the time ordinarily spent writing. The Work Products can be based on any methodology. Leave it to the participants to select the Work Products, so that they are responsible for planning; let them work as a team to agree on what is needed. Once the Work Products have all been identified, review any that have not been selected and gain agreement that they are not required. Go through the timeline and identify any key dates and dependencies. Again, take pictures so that you have a permanent record of what was produced.
- Step Five: Review the results of the workshop. Ensure that mandatory Work Products relating to quality assurance, project governance and risk management have been included; this will ensure that good governance is built in right from the start. Go through the risks, issues, assumptions, dependencies, constraints and decisions and see if there are any more to add. Agree the follow up actions; in particular, confirm that you will send out the results of the workshop so that people can add in any final thoughts or comments.
Two days later I held my first workshop using the new formula. The outcome was not just a success; it went exactly as I saw it in that first flash of inspiration. I still use that formula today and it still inspires me. It can inspire you too.
(C) Bryan Barrow, 2014
Bryan Barrow is a widely recognized Project Risk Management consultant and Speaker, and the founder of Nova Consulting Ltd in the UK. Over the past twenty years has worked with Project Management Offices, Project Directors and both public and private sector organisations , helping them to improve project planning and rescue troubled projects. He also provides coaching and mentoring to help develop the skills of the next generation of project leaders.
Barrow is the author of Index Card Planning and The Project Planning Workshop Handbook. He publishes his subscription-only newsletter Project Leadership Tips every month. Subscribe at bryanbarrow.com