Accelerating Projects by Encouraging Help
Redesigning the Project
“Yes, of course.”
The Behavioral Dynamics of
Cognitive Benefits of Visualization
Reduced Planning Fallacy From Unpacking Tasks
Operational Benefits From Pooling Task Uncer- tainties
Comparisons With Lean Manufacturing: Red Cards and Yellow Cards
Behavioral issues are as important in project timeliness as diligent planning.
Willingness to communicate
and collaborate under uncertainty and interdependence
Individual buffers. If project
workers face penalties for missed
On-time incentives. Why should employees exert themselves to finish their assigned tasks rather than fill time with fringe work
Roto’s Management Innovation
The alternative is to aggregate the individual buffers into a combined project buffer, although it remains unclear how workers can be encouraged to give up their individual buffers
Uncertainty is to set task goals or deadlines
Roto did not rely on incentives. In general, it’s difficult for incentives to encourage people to work hard, reveal private information and collaborate with coworkers.
Changing Attitudes and Behavior
Red cards were not tools for evaluating people but resources for characterizing the work.
Came to see the cards not as a threat but rather as a source of help.
The interviewees consis- tently reported two behavioral changes:
Increased collaboration across tasks and projects
A decreased tendency to build individual time pro- tection into project tasks
New Product Development at Roto
Roto’s roof and solar technology division, the focus of this article, produces roof windows with integrated solar systems
The process starts with a rigorous customer-needs document driven
The Impact on Performance
“Previously, I had to deal with problems myself, so I had to give my- self a buffer.”