ning and executing the project. It’s often been said that it doesn’t
matter how well you manage your project if you aren’t working
on the right thing. Bill found this out the hard way in Chapter 2
when he was assigned to solve Amy’s problem.
One of the most reliable methods for uncovering the true
need is to ask the right people one simple question: “Why?”
However, as you seek to
uncover the true need, you
can expect to encounter
some resistance.
If you ask questions
rather than digging in and
getting the project going,
some within your organiza-
tion may assume that
you’re not moving forward.
However, asking the right
questions of the right peo-
ple can often lead to some startling discoveries, as Brad finds
out when he decides to do a little investigating ....
Bothered that he doesn’t understand the purpose for Project
Apex, Brad returns to Susan’s office and asks, “Susan, can you
tell me whywe’re putting in this production line?”
Susan thinks for a moment. “No, I can’t,” she replies. “But
Bill in Operations might be able to tell you.”
“Thanks very much, Susan,” Brad says as he exits her
office. Later that day, Brad gets the opportunity to sit down with
Bill in Operations and asks him the same question.
“Bill, can you tell me whyyou need an additional produc-
tion line?”
Bill looks quizzical. “Why are you asking, Brad? I don’t
understand why you’re asking.”
“I’d just like to try to understand the project a bit better,”
Brad responds.
“OK,” says Bill, reluctantly. “Well, we need another produc-
tion line because we can’t meet the growing demand with the
Defining Your Project 53Treading on
Thin Ice
As you seek to under-
stand what the client’s true need is,
some people may feel threatened or
offended, as it may appear that you’re
questioning the judgment of those who
were involved prior to your assign-
ment. Make sure that everyone under-
stands that this is not your intent.