● Critical parts/ components were improperly ordered/ inspected and are unusable ● Product’s performance results are inconsistent and too variable and unreliable ● Many action items on the to-do list are far from complete ● Components are being separated from their paperwork (possible quality issue) ● Operating employees/ inspectors have expressed safety concerns/ potentially risky […]

components are being delivered late and are not working. ● Revenues are falling far short of predictions. ● Critical tests were/ have been postponed/cancelled. ● Delayed project start/multiple false starts. ● Vendors are straying away from the project’s requirements. ● Vendors are supplying poor quality items to the client, such as: ● Code ● Products

● The contractor and client have no understanding of each others: ● Technology ● Culture ● Business plan ● Lack of coordination between people/various departments. ● Complaints of a lack of skills on the project team. ● Serious technology considerations have surfaced after the project began. ● People/ departments refuse to cooperate with each other

● Required reports arrive late. Requested for documentation is: ● Not sent/ provided ● Not located. ● Challenged by the group asked to provide it/ Report providers being interfered with by their bosses. ● Vital sign information does not exist. ● Incomplete. Not fully disclosed. Declined to answer specific questions. ● Illegible. ● Non-existent. ●

● User/customer rejection/alienation. ● Initial goals and objectives are not being met. ● The business case is not understood or non-existent. ● Poor documentation. ● Large cost overruns/ delays possibly without explanation. ● Infrequent meetings or too many meetings (e.g., for morale building, trivial rewards). ● Key stakeholders are left in the dark about project

Uses models to simulate the performance of real operations. Evaluates all elements of a process, their interdependence and interaction.  

A system is a set of procedures, ideas, principles or equipment usually intended to explain the arrangement or working of a systematic whole.

Systems Thinking is the art and science of making reliable inferences about the behavior of systems by developing an increasingly deep understanding of the underlying structure.

Consider pre-committing to a “stopping rule.” Do not maintain the status quo. Ask, “Would I continue this project if someone else had started it?” Professor John Hershey Wharton Business School University of PA August 5, 1998

Forces reflection – Makes the team think. Allows you to learn from your and others mistakes. Humbles the ostentatious. Trains everyone how to recognize and avoid pitfalls. Reduces re-occurrences on future projects. Shows a willingness to experiment. Makes planners focus on the “big picture.” Failures will occur. Those who fail faster and recover faster will