Week 3 Share - Extreme Projects and Us
In this week's share we consider extreme projects. These might be the ongoing series of all-nighters with team furiously working to a very hard deadline. They might be that one project which we all would like to forget, as it collapsed all around us, spectacularly failed by all accounts. The one we could never bring back from the brink. There there might be that one project where everything went right! How did that happen?
Recalling all of the Non-Disclosure Agreements, and good sense too, you have signed, be sure to anonymize any references to projects, people, even events.
- Name the myths, mind-sets, paradigms, worldviews you encountered during your best, and worst, days on a project. Consider how would you represent the paradigm. Why might you want to keep it the way it is, or find a way to topple it?
- In your example of your worst-case project experience, who were the most vulnerable participants in the project? Is there a leverage point in the project you might use to produce different results?
- What traps have you noticed based on your reading and applying System Archetypes: eroding goals, addiction cycles, etc.
- How is the project called this course working out for you: remaining work, accomplished work, the discovery of rework, work quality, work flow, the hours (and hours) of frustrating work, the breakthroughs.
ReplyDelete- The project I want to talk about is the one I did in my last internship. It was about competitive research for the other Big 4. Worst days on the project included lack of communication from other interns where we ended up doing duplicate work. This was a communication problem. Best days included actually compiling the data in excel and formulating conclusions from data we spent hours looking for. Only thing I would not keep was not clear communication. Serves for a better purpose I learned that now than later in my career when it has more emphasis.
-I would say the most vulnerable would be all of the interns. No one really had room to make a mistake on something that was not really that intensive of a task.
-I would say that setting an accomplishment it pretty tough. You are essentially speculating towards a goal , but are unaware of all the things that will arise from the process of actually accomplishing something. This can be applicable to any role or situation or project in life regardless of the industry.
-Videos of you going through with pen and paper are pretty helpful and useful. Get to know where concepts and processes are being extracted from to then utilizing it in Vensim.
1. During the best days on a project, a myth of replicating past success prevails, creating a paradigm rooted in familiarity. This is visualized as a well-trodden path, providing comfort and confidence. Conversely, on the worst days, a mindset of struggling with a rigid solution dominates, represented as a maze with dead ends, signifying frustration and stagnation. Wanting to topple this paradigm is driven by the need for adaptability and creative problem-solving. Balancing the comfort of established methods with openness to change is crucial for effective project management, ensuring both stability and innovation.
ReplyDelete2. In the worst-case project experience, the most vulnerable participants were myself and my partner, facing the risk of a poor grade and potential embarrassment during the presentation. A leverage point to produce different results would be adopting the mindset of "the power to transcend paradigms." Breaking free from the assumption that previous code models would suffice, and embracing the acceptance of research and flexibility, could have mitigated vulnerabilities. Utilizing this leverage point would have allowed for a more open approach to problem-solving, fostering adaptability and potentially yielding better outcomes for the project.
3. Through reading and applying System Archetypes, I've identified traps such as eroding goals and drifting into addiction cycles. In projects, eroding goals materialize when initial objectives gradually deviate from the original vision, requiring constant alignment efforts.
4. The course project is progressing well, with a balance of remaining and accomplished work. Discovering areas for rework enhances overall quality. Workflows are efficient, though occasional frustrating hours occur. Breakthroughs are key, illuminating understanding and contributing positively to the project's overall development.
In my projects, good and bad days were influenced by common ideas about how things should be done. One common belief was that adding more team members always speeds up the project. This idea was shown as a line going up on a graph, suggesting more people mean faster work. Though it seemed like a good idea, it often caused problems like misunderstandings and inefficiencies. People wanted to stick with this idea to make progress quickly, but questioning it was important to avoid overwhelming the project and harming its quality.
ReplyDeleteIn a bad project situation, there was a problem because people cared more about short-term success than long-term stability. This affected workers on the front line the most, as they had to deal with the results of rushed decisions and poor-quality work. To change this, it helped to show the benefits of good work over time, encouraging a move toward a more stable way of doing things and explaining the negative effects of hasty choices.
Talking about System Archetypes, one trap was relying too much on quick fixes without fixing the main issues, leading to goals getting worse and problems happening again. To avoid this, it was important to solve problems in a thoughtful way and commit to dealing with the real causes, stopping the project from falling into the trap of short-term solutions.
Looking at the current project, a careful look showed that the remaining work needed planning to avoid underestimating how much effort it would take. Successes were celebrated to make the team feel good and stay motivated. Finding ways to improve the work was actively pursued, and a lot of attention was given to keeping the quality of the work high. Looking at how work flowed helped find and fix problems, and dealing with things that frustrated the team was important for everyone's well-being. Success wasn't just finishing tasks but also spending time coming up with new ideas and solutions, showing a complete and long-lasting way of managing the project.
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ReplyDelete1. One mind-set that I encounter at work is team working which can affect on our performance. Thus, the neglecting from any member makes negative impact on the projects. However, since proper team working will increase our output, I would like to keep it this way that would lead to higher productivity.
ReplyDelete2. One of the examples of my worst-case experience is related to the work that due to failing equal distribution of training and information among all divisions, the company had to move toward downsizing and closing some divisions that were far from central building. Consequently, some employees became out of job who were the most vulnerable participants. In this case, the leverage point that can be effective is the structure of information flows that can produce different results.
3. Based on my reading and applying System Archetypes, I have noticed that more extreme form of “Shifting the Burden” can lead to addiction structure when people desperately searching for relief.
Another one is “Drifting Goals” situation that can lead to eroding goals when it becomes difficult to distinguish between corrective actions and lowering the goals.
Also, the gap between demand and capacity in “Growth & Underinvestment” structure can affect perceived need to invest that would lead to close the loop.
4. I think this course will work out for me that I can call it as work quality as my knowledge and performance get better each week by reading materials, watching videos, practicing and doing assignments.
1. The mindset I had during the time was that I would be able to figure it out on my own and figure out the situation. On the best days I was able to find a successful way to generate income but there were also days where I would make silly decisions that could be avoided.It turned out however that talking out the problems I was having with others opened my mind to more efficient ways to operate. By consulting other opinions on how they would do certain things it helped me expand how much profit I was able to generate and eliminate select problems.
ReplyDelete2. I was the most vulnerable in this situation. I was using my own capital and therefore taking all the risk. The only thing I would/did leverage was other people's opinions to get feedback on how to more effectively run my business.
3. One problem I ran into regularly was my lack of growth and underinvestment working on this project. While I was doing this side hustle I was doing a lot of other things and I wasn’t on top of it when it came to selling shoes. Because of the lack of time I put into it, I ended up dropping the ball and putting myself in a situation that was unfavorable. If I invested a little more time and effort in the side hustle I could have avoided the mistakes that I made.
4. The course work that has gone along with the class so far has been good. The more I work with Vensim the quicker I am able to grasp what needs to be done. I also have found that working with classmates has been a good way to bounce ideas off of each other which has helped greatly on breaking through problems.
1) A key myth from my worst group project days was that just putting smart people together ensures success. In reality, collaboration takes work - aligning on vision, plans, norms, meetings, and workflows. Our failure to establish these upfront led to friction. If I could redo the project, I would invest more in building shared mental models early on rather than assuming they'll emerge organically.
ReplyDelete2) The most vulnerable participants were team members with less confidence to voice concerns. Their frustration boiled over late in the project. A leverage point would have been anonymous feedback forms to surface issues early, allowing course correction.
3) I noticed an addiction to overwork trap. As deadlines loomed, we just put in more hours hoping it would fix problems. This led to burnout and eroding quality over time. Stepping back to address root issues rather than symptoms could have helped.
4) For this course’s project, we set regular sync meetings and tracking tools early on to align efforts. This has minimized wasted rework and kept quality and morale higher through crunch times by ensuring transparency and cross-training as needed. The habit of celebrating small wins has also been crucial for maintaining momentum and energy.
My best example of an extreme project was a real estate proforma I put together last semester for another course. Due to some group complications, I ended up having to develop all of the financial documentation for the project by myself, which when coupled with learning the material proved to be a major challenge.
ReplyDelete1) I definitely adhered to a paradigm during this extreme project, as I chose to model my work after other proformas we had reviewed in the course rather than start from scratch. While it may have ended with a more robust product, I found that building off of an existing project was far easier to learn the material. It also helped me dispel some misconceptions (myths) I had regarding the process, as using the pre-existing model saved me some times on errors or incorrect paths I would've took if I started from scratch. I would definitely say in retrospect that this was the right decision, as it allowed me to approach the project from a learning mind-set and end up with a functioning proforma by the end, all in a reasonable timeframe.
2) The most vulnerable party in this situation was definitely me, as I'd signed up to complete the proforma at the project's start without realizing the scope. By the time I'd really went knee-deep into the work, it almost seem counter-intuitive to reach out for help and catch another group member up to speed, so I had to shoulder all the risk and count on being able to understand the mechanics and to finish the sheet myself.
3) As others from the class have said for their own anecdotes, drifting goals was something I found to be fairly applicable to my situation. My goals shifted several times over the course of the project, as juggling my learning objectives and the outcome of the proforma frequently fell into conflict. This ended up resulting in a lack of growth for me personally, as by the end I was focusing more on experimenting with the financials and perfecting the model rather than digging deeper into learning the material, or trying more creative solutions.
4) Both in this course and in my example, I find the most success in going straight into the work and figuring it out. Especially with technical systems such as Vensim (my first systems program), I definitely need to struggle a bit and try out the program before I really get acclimatized to it and begin learning the deeper topics. It's been rather difficult for me thus far in this course due to some time situations, but I've been finding the material engaging thus far.
One example of an extreme project I took on was a final project I had to take on for one of my undergrad classes. In the week leading up to the project, my partner and I needed help to gather more data through the method taught in class and instead had to make do with what we had already acquired. Because of this, we had to change the course of our project completely and instead present something from the data we already collected.
ReplyDelete1. In navigating the project's challenges, one prevalent myth was the unfounded belief that everything would unfold according to plan and that additional data would always be readily accessible. However, the project demanded a mindset of adaptability and resilience, compelling us to adjust our strategies swiftly when confronted with unexpected obstacles. This experience highlighted the paradigm of flexibility in research methods, emphasizing the importance of pivoting when necessary rather than rigidly adhering to predetermined plans. Embracing uncertainty became a foundational worldview, as setbacks were reframed as opportunities for innovation and creativity. Representing this paradigm shift meant recognizing that success doesn't always hinge on sticking rigidly to initial plans but rather on adaptability and resourcefulness in the face of adversity. While it's imperative to uphold this paradigm to foster a culture of innovation and resilience, it's equally essential to acknowledge the significance of thorough planning and risk assessment to preempt the need for drastic mid-project changes.
2. In this project scenario, the most vulnerable participants were likely my teammate and me, mainly if we heavily relied on the original data collection method taught in class. Our lack of experience or flexibility in considering alternative approaches could have left us feeling overwhelmed or discouraged when confronted with unexpected obstacles. However, our ability to quickly adapt and brainstorm alternative solutions as a team was a potential leverage point for us. By fostering open communication and collaboration, we could have worked together to explore creative ways to analyze the existing data and still derive meaningful results, despite our limitations.
3. In reflecting on this project's dynamics, it becomes apparent that we encountered traps based on system archetypes that influenced our progress. Firstly, the trap of "eroding goals" manifested as our original project goals became compromised due to the unforeseen challenge of being unable to gather additional data. This obstacle undermined our project's direction and focus, highlighting the importance of maintaining clear and resilient goals amidst changing circumstances. Furthermore, we potentially fell into the trap of "shifting the burden" archetype, wherein we overly relied on the initial data collection method taught in class without exploring alternative approaches until we faced imminent constraints. This tendency hindered our adaptability and innovation, emphasizing the need for proactive problem-solving and openness to alternative strategies from the project's outset.
4. I'm happy to be learning a lot from this course. The videos help me a lot and my confidence in VensimPLE. I quite enjoy building models and manipulating the ones that are downloaded to better understand them. However, there have also been moments of frustration, particularly when grappling with difficult concepts. Overall I continue to be grateful that I am able to take on the challenge.
Name the myths, mind-sets, paradigms, worldviews you encountered during your best, and worst, days on a project. Consider how you would represent the paradigm. Why might you want to keep it the way it is, or find a way to topple it?
ReplyDeleteIn my honest opinion I have never worked on a project before. All of the information that has been presented in this class is very new to me, but has been very cool and interesting to learn. I have never worked for a company or had an internship before that required work on a project. But based on things that I have heard I would say that my paradigm is that I am taking the MBA course here without a business background. During undergrad I majored in communications so I do not have much knowledge in many business fields. The good thing is that for the project other people on my team understood what they were doing and they were of great help to me.
In your example of your worst-case project experience, who were the most vulnerable participants in the project? Is there a leverage point in the project you might use to produce different results?
The most vulnerable participant in the project was me just because I did not have the knowledge or skills in this field that other group members had. I wanted to do well, but I just did not have the background so I was trying to learn as much as I could. As for a leverage point in the product that I can use to produce different results could distance myself from the paradigm. I can put as much effort as I can into it and not lean on others so much. If I start earlier I can learn more and be more helpful.
What traps have you noticed based on your reading and applying System Archetypes: eroding goals, addiction cycles, etc.
There were a couple traps that I have noticed based on my reading and applying system archetypes: eroding goals, addiction cycles and more. One of the main ones was the idea of “drifting goals”. This can lead to goals fading due to lowering the standard of goals and the actions of others. Also another trap would be “growth and underinvestment” because the structure that it causes can lead to a need to invest to close the loop that is created.
How is the project called this course working out for you: remaining work, accomplished work, the discovery of rework, work quality, workflow, the hours (and hours) of frustrating work, the breakthroughs.
I think that the course will overall work out and be good for me. I definitely am brand new to all of this and don't have any previous knowledge of the topics but I'm eager and excited to learn. I feel like if I just continue to have an open mind and am willing to learn it will lead to success down the line. I also will continue to stay on top of all the coursework to make sure I achieve success.
Sorry for the late response. I posted this back in Week 3, but it looks like the first half never posted.
ReplyDelete1. Workforce is fairly sensitive to changes in productivity. While workforce is most sensitive to scheduled completion, the next most sensitive factor is productivity. When productivity decreased by 10%, there was a change in mean absolute deviation of 9.5. Rework is not largely impacted by productivity. While rework is directly impacted most by scheduled completion, it is also impacted by variables such as scope and time to adjust workforce. Productivity feeds into workflow, which impacts quality flow, which then impacts rework, so there is a few degrees of separation. When running a tornado graph for rework, productivity does not appear as one of the variables with a large impact. A Sensitivity2All analysis of fraction complete, or project completion, does not show productivity as one of the largest impacting variables. Scheduled completion has the largest impact on fraction complete. Out of workforce, rework, and project completion, productivity has the largest impact on workforce and to each scheduled completion is the most important. As a manager, you can influence the time to completion by trying to create a proper timeline for a project with enough time to complete it. Since this factor has the greatest impact throughout the model, you want to try to leave enough time to finish quality work.
2. The most influential causes of accomplished work are scope, scheduled completion, time to adjust workforce, and max workflow. The cause with the most influence is scope. As the scope of a project increases, you become closer to accomplishing the project until it is fully completed once the scope is maxed out. Time to scheduled completion has an impact on accomplished work because as the time to schedule completion increases, more work is accomplished. If a project is running properly, as time to completion decreases, accomplished work should increase until the timeline is complete and the project is fully accomplished. As a manager, you can make sure that the project is being well-managed so it follows the described pattern that as time to completion decreases, accomplished work increases. Additionally, a manager can influence the scope of the project, making adjustments of the scope of the project so it is capable of being completed in the proper timeline.
1. Throughout various projects, I have encountered a range of myths, mindsets, paradigms, and worldviews that have influenced both the best and worst outcomes. The most common one that I face is the "heroic" mindset, where I feel compelled to work tirelessly towards a goal regardless of the toll it takes on my well-being or the feasibility of success. Another belief that I have encountered is the "siloed" mindset, where team members operate in isolation, leading to communication breakdowns and inefficiencies. Despite its drawbacks, I think college students mainly cling to this paradigm out of habit or fear of change. Toppling these paradigms may require a shift towards a more collaborative and sustainable approach, where teamwork, balance, and adaptability are prioritized.
ReplyDelete2. In my worst-case project experience, the most vulnerable participants were often junior team members or those with less power and influence within the organization (typically newer members or ones that do not know what is going on). These individuals may feel pressured to comply with unrealistic demands or may lack the resources and support needed to voice their concerns. A potential leverage point in such projects could be to advocate for clearer communication channels and empowerment of all team members, regardless of rank or seniority. I think the biggest thing is creating a culture of openness and inclusivity, it may be possible to mitigate the risks associated with vulnerability and improve overall project outcomes.
3. In my observations and application of System Archetypes, I have noticed several traps that projects can fall into, including eroding goals and addiction cycles. Eroding goals occur when the original objectives of the project become diluted over time due to shifting priorities or unclear direction. This can lead to a lack of focus and ultimately project failure. Addiction cycles, on the other hand, involve repetitive patterns of behavior or decision-making that perpetuate dysfunctional dynamics within the project team. By recognizing these archetypal traps, project managers can proactively address them and implement strategies to maintain clarity of goals and break free from destructive patterns.
4. Reflecting on the progress of the project in this course, I have found a mix of remaining work, accomplished work, and discoveries of rework. While there have been moments of frustrating work and setbacks (mainly while using Vensim) there have also been breakthroughs and opportunities for learning and growth. Overall, I am getting better each week but am afraid I may not be able to put it all together.
From Chelsea Fedigan:
ReplyDeleteAn example of an extreme project I faced was my final project in a business analytics class I took during my undergrad. While my partner and I had about half the semester to work on this project, we were working down to the wire due to the timing of when we learned the new material and the complexity of the assignment. It was the type of project where we had something to present, but we may not have answered the questions exactly the way the professor wanted.
Our mindset, up until roughly the week we had to present, was that we knew how to approach the problem, and it would be similar to work we’d previously done in the class. While procrastination got the best of us, we thought we’d be fine, and we would figure it out. The paradigm that we encountered was that the project would be based on the homework assignments that led up to it. We assumed we could model the previous code to fit it into this new problem. Rather, we had to be flexible and realize that real-life problems do not allow for copy-paste solutions. We had to find a way to topple this paradigm in order to move forward and try to come up with new code. Our worldview was challenged because life isn’t that simple.
The most vulnerable participants in the project were my partner and I because we were at risk of receiving a bad grade on an important assignment. We also didn’t want to be embarrassed by what we were presenting in front of the class. A leverage point I would now use to produce different results is “the power to transcend paradigms” (Meadows). I should have kept myself unattached from my paradigm that previous models of code could be used to solve our final project. After all, “...no paradigm is ‘true’...” (Meadows). My paradigm made me very limited in what I could learn in my project. I should have leaned into the acceptance of doing some research because I didn’t know exactly how to solve this problem. Rather, I “cling(ed)” to my model and made my life harder.
Based on the Systems Archetype reading, I ran into two traps: growth and underinvestment and drifting goals. The first trap was prevalent because my partner and I’s growth in the project approached a limit that could’ve been eliminated had we invested more of our time into research. As a result, our performance declined, and we hindered our growth. The drifting goals trap was present because there was a gap between the desired performance and our current reality. We hoped that completing the project would be smooth sailing; rather, our reality was that we struggled through it. To solve this, we should have taken corrective action and worked harder.
When looking back at accomplished work, I’m able to understand how to answer each question. Hindsight is 20/20, so once the work is completed, I’m able to better understand the ways in which we use VensimPLE to build models. However, getting there is another story because it takes me some time to get there. Once I face that breakthrough, it’s easier for me to work with this software. Regarding my workflow, it is helpful for me to do the readings and watch the videos prior to completing the assignments.
1. The mindset that individual effort alone can solve complex challenges is a common myth encountered during projects. This perspective can limit collaborative potential and overlook the benefits of diverse insights. Modifying this paradigm to embrace collective problem-solving could significantly enhance project outcomes.
ReplyDelete2. In scenarios where projects fail, often the most vulnerable participants are those with quieter voices or less confidence. Utilizing anonymous feedback as a leverage point could democratize contributions, ensuring all concerns and ideas are surfaced and addressed early.
3. Common traps observed include the eroding goals scenario, where initial objectives are gradually sidelined for short-term gains or due to lack of focus, and the addiction to overwork, mistakenly believing that more hours directly correlate with better outcomes. Identifying and addressing the root causes of these traps can prevent burnout and ensure sustained progress.
4. Reflecting on the coursework, I like the implementation of structured check-ins and the use of Vensim as a project management tool. Even though Vensim maybe frustrating to use at times, I have learned a strategy to deal with the tool and have facilitated critical breakthroughs. As the course has progressed, I have gotten better at using Vensim and learned how beneficial it can be.
1. A simple paradigm that I experienced during a project that ended just a short time ago was within a presentation I had to create with a group. While we all had each others contact information, communication was very weak between the group. This resulted in a slideshow that was very lackluster in content and visuals. If I could go back, I wish I could find a way to remedy this situation by being more assertive when it came to communication.
ReplyDelete2. The most vulnerable participants would be everyone involved, as we shared a grade and both had equal weight in establishing communication
3. There was an issue of underinvestment when it came to operations and shoe sales. Mistakes could have been avoided had I been more vigilant, and because of this it was a sort of trap.
4. The course project came through well with not too many obstacles. Having the work accomplished so far will help me to steadily progress to the finish line.
1.The project I want to talk about is the one I did for a class. When given a task to save Manhattan College, I had to work in groups to find out why fewer people were returning to Manhattan College. My group was given a vast amount of data dating back to 2018 to 2023 and had to go through it and find trends. This was a hard project because the data sometimes given to my group missing important identifiers and had duplicates.
ReplyDelete2.The most vulnerable participants in the project were us. Since the project was a high percentage of our grade and had to be presented in front of a bunch of teachers and heads of school. This made it hard to voice our certain findings since this stress and fear present to not say the wrong thing.
3.After reading and applying System Archetypes I’m able to identify traps such as eroding goals. This project had to erode goals since had constant alignment efforts.
4.The course project is doing great, and the videos are quite helpful, especially when using pen and paper to draw out diagrams.
In my best project experience, one paradigm was a strong emphasis on collaboration and open communication. The team members were encouraged to share ideas, provide feedback, and iterate on solutions together. The leadership built a culture of trust, where everyone felt valued and motivated to contribute their best. This paradigm contributed to a smooth workflow, high morale, and ultimately, the successful completion of the project.
ReplyDeleteOn the other-hand, in my worst project experience, a mindset was one of unrealistic optimism and overconfidence. There was a reluctance to acknowledge potential challenges or setbacks, leading to a lack of contingency planning. The project collapsed as unforeseen issues arose, and the team struggled to adapt. Representing this paradigm would involve a pyramid with a weak foundation, symbolizing the shaky ground on which the project was built.