ABSTRACT
Figure 18.1 describes the idealized (linear and predictive) view of the Zone. It shows how, theoretically, management’s vision has clear direction and clear outcomes, unclouded by their own culture or perceptions, and without any divergence or conict; and how, through clear transmission of strategic (organizational) visions into tactical (project) objectives, projects will be delivered to the required time, cost, and quality. e assumption built into this concept is that it is possible to develop the perfect schedule, resource it eectively, and implement the plan without deviation. A further assumption is that there will be a universal agreement from all stakeholders that the chosen path is the best and only path for successful provision of value to the organization. A third and more dangerous assumption is that the ‘truth’, depicted in the schedule will only vary slightly, and is an accurate representation of what will occur.*
Figure 18.2 shows the more likely picture of what will actually happen in the Zone. Management’s expectations remain unwavering,† but the outcomes are not so predictable. e impact of the change that the project is to deliver and other events within the organization and outside of it may result in the expectations of stakeholders not being delivered. e simple direct line of assumption between the executive’s articulation of strategic objectives, and the strategic alignment between these objectives and the project that is approved and resourced will most likely deviate. e certainty of the ‘truth’ of the schedule is aected by unexpected events, and senior stakeholders and the project team will react to try to regain control of the delivery of the objectives. * is is the myth of the ‘truth’ of the project schedule and the assumption that it is possible to predict the
Often these adjustments cause more disruption within the project and its relationships with other projects as well as portfolios and programs.
