Collaboration + Leverage = Momentum

Two truisms: -

• A project is just a sequence of tasks that have to be done by someone
  

• Projects crave momentum yet collaboration means that real progress occurs at the pace of the slowest contributor
  

When working as a supplier in a purely commercial context (ie consulting) I happily take on as many tasks as I can. By so doing I take implicit responsibility for the momentum of the project thus giving me a greater chance of seeing the thing through to completion.

Theatre is a collaborative process and that's generally agreed to be one of its intrinsic rewards. But if you're an impatient type like me it's also a primary shortcoming. This week I've been reminded of a valuable lesson: -

It is hard to remain responsible for a collaborative project if you offload all contingent tasks to others

A successful project manager allocates at least a few tasks to herself. That way she maintains at least a little leverage when the inevitable 'deadline looming' conversations emerge. It's the difference between emailing or calling a colleague and saying: -

You said you'd have completed Task A by Date C. Where is it?

And: -

We agreed that you'd do Task A and I'd do Task B by Date C. Now, I've completed Task B...

The latter has at least a chance of sounding reasonable whereas the former just sounds like you're ordering the staff about. And that doesn't even work with the staff.