Shattering the Arrival Fallacy: Unleashing Project Benefits Early On
Shattering the Arrival Fallacy: Unleashing Project Benefits Early On
It's the false mindset that believes the true value or benefits of a project or undertaking can only be realised upon its completion
We often hear about the "Arrival Fallacy" in business and project management.
It's a mindset that believes the true value or benefits of a project or undertaking can only be realized upon its completion.
This approach aligns with traditional modes of operation where large investments and extensive planning precede value delivery.
However, such an approach can be detrimental in a rapidly evolving business landscape. It ties up resources and opportunities for an extended period without guaranteeing success.
In contrast, Agile methodology champions a different perspective. Instead of waiting for the end, Agile aims to deliver value early and often. It prioritizes adaptability and continuous improvement over rigid planning and delayed gratification. With Agile, the focus shifts from the end product to the journey and the value it offers.
The arrival fallacy is akin to planning a long, expensive vacation with the belief that happiness can only be realized once you reach the destination. However, an Agile mindset encourages us to find joy and value in the journey. It prompts us to appreciate the stunning views, takes unexpected detours, and savour the experiences along the way.
While embarking on an Agile journey, gathering evidence of its efficacy early on is crucial. This evidence-based approach allows us to validate our assumptions and adjust our course if necessary. It's about proving the concept right and maintaining that validation throughout the journey.
For instance, if your business aims to target the small business market with a new product, you can start small instead of investing heavily and waiting for the benefits to materialize. Test your product with a few businesses, gather feedback, and adapt your product based on real-world evidence. This approach reduces risk and ensures that your product or service is consistently aligned with market needs.
However, breaking free from the arrival fallacy requires a shift in traditional business culture. It calls for leaders and teams to embrace a new way of thinking and operating. A key aspect of this transition is promoting transparency and open communication across the organization. It's about ensuring that every stakeholder understands and supports the Agile journey.
In conclusion, the arrival fallacy is a relic of traditional business practices that no longer serve us in today's fast-paced, dynamic environment. As Agile practitioners, it's our responsibility to challenge these outdated beliefs and pave the way for a more adaptable, value-driven approach.
Remember, the journey is just as important as the destination.
Key Takeaways:
1. The Arrival Fallacy, a mindset that the true value or benefits of a project can only be realized upon its completion, can hinder progress in today's agile business environment.
2. Agile methodology encourages delivering value early and often, prioritizing adaptability and continuous improvement over rigid planning and delayed gratification. An image useful here would be to create a ‘base camp’ in your journey to the ‘top of the mountain’. The basecamp can be valuable in itself.
3. An evidence-based approach is crucial in the Agile journey, allowing us to validate our assumptions and adjust our course if necessary.
4. Breaking free from the Arrival Fallacy requires a shift in traditional business culture, promoting transparency and open communication across the organization.
5. As Agile practitioners, it's our responsibility to challenge outdated beliefs and pave the way for a more adaptable, value-driven approach.
Next Steps
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Great callout here on the Arrival Fallacy, Ian.
It is so closely tied to the notion of “Big Bang,” lengthy “projects,” with massive up-front planning and risks given how little is known.
One helpful approach is the notion of “descaling the Vertical Slice,” just doing enough to learn, but doing it end-to-end.
For example, let’s say everything is riding on connecting 3 Legacy Enterprise systems to pass complicated data sets to an external vendor.
That could easily take many months and many millions of dollars.
But if we instead just pick one Legacy system, and make a “Hello World” call to the vendor system, that might only take days or weeks at a tiny fraction of the cost.
And think how much everyone will have learned in the process?
Then we add “just a little more....” etc.