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GAP ANALYSIS
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We can view any problem as having two sides and a gap that needs to be closed. For example, if work is going slowly so that we will not meet a deadline, then there is a gap between how fast the work is going and the amount of work we need to get done. We can either speed up the work, or change the deadline. Either one closes the gap. I recommend this kind of simple thinking focused on the present and the future: What is the gap What choices do we have today to solve the problem and reach our goal tomorrow De ning the gap and making decisions keeps the focus on moving from where we are now to our future goal. This turns the focus away from the past and away from blame. In a way, an entire project can be thought of as a gap between where we are today and where we want to be when the project is over. And each job can be thought of in the same way. Is there a gap between resources, such as time and skill, needed for a job and the resources we have If so, how will we close the gap In gap analysis, we draw a picture of where we are now, and where we want to be. We get a sense of the di erence. Then we make a list of the speci c issues. Often that gives us an obvious solution. Gap analysis and reconciliation are illustrated in Fig. 2-2. If it does not, we try brainstorming. We focus on the gap, and ask how we can reconcile it.
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CHAPTER 2 Tools to Use Over and Over
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Fig. 2-2.
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A project as gap analysis and gap reconciliation.
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TERM
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No-blame environment is a work environment that is focused on reality and success, rather than personality and blame. Empower means to give the authority and ability to make decisions and take actions. Gap analysis is a way of analyzing a problem that identi es two positions and de nes the di erences between them. Gap reconciliation is a process, after gap analysis, of closing the gap in any appropriate way. Brainstorming is a structured meeting or set of meetings used to bring a team or other group together to identify and solve problems or come up with creative results.
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GAP RECONCILIATION
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Gap reconciliation is a brainstorming process starting with the gap we found in gap analysis. We bring the team together, focus on the problem, give it enough time to work it out, and come up with the best solution we can. Often, we solve the problem entirely. If not, we know we have found the best option, and we know what the costs are. We may be giving up something we hoped to have. But we are getting the best result that we can. Once we understand that clearly, we can communicate our solution to the sponsor and the customers e ectively and get agreement on the revised goals, delivery date, and plan.
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PART ONE Hello, Project Management
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Questions for Learning
Throughout this book we introduce speci c tools for planning and communicating, organizing work over time, making clear agreements, getting work done, and solving problems as a team. You will get plenty of templates, tools, and checklists. But, before you do, think about what you already have.    When do you use written plans now When could you use them in ways you have not before Write down the goals of your project for learning. Finish this sentence: When I nish this project, I will have _____. If there is more than one result, make a bulleted list. Now, write down the purpose of your project for learning. That is, what is the value you will receive when you nish You can do this by nishing one of these sentences: When the project is over, I will be able to _____. When the project is over, I will be happy because _____. When the project is over, I will know how to _____. Do you use checklists Do you keep a shopping list, and add to it whenever you think of something you need How could you make better use of checklists Do you ever have to interrupt yourself in the middle of a job to go get something you need What could you change in the way you work so that this would not happen any more How could you improve the way you plan for meetings How could you improve the way you follow through after meetings Can you think of a time where a meeting became confused, or even turned into a con ict Can you imagine doing that meeting again in a di erent way by putting everything in front of the team at the meeting, and working on it together Explain something you are doing in terms of inclusions and exclusions. What are you doing What are you not doing And why Think of a time when having a picture as well as a written plan helped, or could help, you and a team focus on a job. Have you ever been stuck with a problem in testing, and no time to make a good x and retest What happened The next time you have a problem, think of it as a gap. Where are you now Where do you want to be How will you close the gap Would you say you work in a mostly no-blame environment, or in an environment with a lot of blame How do you participate in that Do you want to change the way you are doing that
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