morecambe and previn
We have created and started to use a powerful new tool that we have not found in PRINCE2 or other related methodologies. At the time we were looking for better ways to address the “best practice paradox”. It’s called the Morecambe and Previn log
You might just care to remind yourself on Youtube of this classic sketch.
The “best practice paradox” is a phenomenon we regularly observe where companies implement best practice approaches and things do not improve and, paradoxically, often become even worse. A simple technique is to look for implementations that meet the test of “all the right notes being played, but not necessarily in the right order”. In these cases it is not a matter of throwing everything out and starting all over – but looking for ways to rearrange the notes into the right order.
All too often this is a governance problem and people are focusing so much on the best practice boxes that need to be ticked that they forget to apply common sense. In other cases systems are implemented with such vigour and rigour that people are unable to apply common sense or lose all motivation to try. In yet other cases companies have tried to apply every single component of every single process in every single part of the operation and this has led to a complete overload on the staff and a serious outbreak of Morecambe and Previn events.
When there are many entries in the log it is usually a sign to have a close look at the governance and performance management systems that are in place, as the old saying goes: “you get what you inspect, not what you expect”.
October 30th, 2009 at 1:10 pm
Excellent blog. Nice layout and topics. I really love this blog and VOTED FOR YOU in all Categories, I recommend your blog to other friends ( Jannis, Uwbrother ) to VOTE for you.
November 3rd, 2009 at 7:29 pm
For me the phrase “best practice” is not just a red flag, but also an alarm bell and a bad smell! (depending on your preferred representational system!)
Too often I’ve seen people adamant that they are applying “best practice”, when all they are doing is applying some other person’s actions.
As those actions were derived in a different context, it’s a fair bet that they won’t fit the new context.
The key (IMHO) is to find an underlying model or theory that makes sense, and then work out for yourself what you need to do to make it work in your particular context.
The problem in the past is that “big methods” like PMBOK and PRINCE were all about prescriptive actions, and very light on theory.
You could say that the first big shakeup of project management theory was when the lean/agile movement started to appply a flow-based model based on a different theory.
Luckily recent changes in PRINCE2 and MSP seem to be very focused on explaining the underlying model, and making it easier for organisations to adapt to their own circumstances.
November 4th, 2009 at 6:34 am
Thanks Julian – I am certain you will enjoy (if you haven’t already seen) the Dilbert view on best practice . I would lightly challenge you on PMBOK being too prescriptive, I like the fact it is that much more of a framework than PRINCE2, however you are right about the lightness of theory. I also think that there is a danger of thinking “OR” rather than “AND” in this context. I recently did some work around using agile in a large and an extremely large programme (£50m and £1bn respectively) and the stumbling block was not the incompatibility, it was all about rising to the challenges an agile approach presents.
November 4th, 2009 at 1:17 pm
Peter
Happy to accept the challenge, and I cede your point that PMBOK is much more about tools than prescriptive processes.
It would be interesting to read a blog post about your experiences in applying Agile methods to large programmes. I agree that an agile approach requires discipline, not least because it forces the people in “customer” roles to think hard, and often, about what really matters to them.
I suspect another challenge to overcome lies in the quality control / programme audit / stage gate area – it’s perhaps an easy stereotype to say that the people who design and operate those processes are often not very open to challenge on the true business value of every check and hurdle. A significant area of “waste” I suggest!
November 5th, 2009 at 5:40 pm
[...] The Morecambe and Previn Log [...]