But when we work with their teams we cut delivery time (drastically), even though we spend more time on some activities.
What’s going on? (thread)
Telling people ‘work faster’ is bad. They stop playing as a team. They get stressed and make mistakes. They trip over each other.
Instead, we coach teams to work together smoothly. It works for medical teams, Formula 1 pit crews, and our digital teams.
If teams are trying to make sense of competing agendas and messages as they work, they get pulled out of shape and waste time.
We invest time helping stakeholders align and speak with one voice. Not easy, but it pays for itself many times over.
Most annual planning activities are a beauty contest for projects. That’s a problem.
The sense of scarcity undermines cooperation. People inflate scope (increasing risk). They write business cases before the facts are clear (more risk).
So we work with managers to create roadmaps that continually improve performance and reduce risk.
Don’t ask: when will it be ready?
Ask: is this the best way to deliver value this release?
That focusses your team’s attention, makes them think about alternatives, and invites creativity.
Smart, focussed teams get results faster.
Bottom line: those four things always make a difference.