15 Confusion

Confusion is the act of disorder, upheaval, tumult, or chaos. In project management, confusion occurs when the members of the project team and the stakeholders are not in sync regarding project goals and the processes and methods planned to achieve those goals.

The Sin

Henry Miller, the American novelist, once said: “… confusion is a word we have invented for an order that is not understood.” Confusion is the result of a lack of effective communication and, in project management, often a lack of experience working in a project environment.

Confusion is common to all projects to some degree because human nature ensures that there can never be perfect communication between the project manager and the members of the project team. Misuse of resources is the primary manifestation of confusion, in particular when team members spend time and effort on activities that are not productive. Confusion arises when not all team members have the same understanding of the project manager’s priorities and path to achieve the project goals. The amount of confusion varies with the experience of the project manager and the team members. Robert McCloskey, the American author and illustrator of children’s books, summed up the problem, perhaps a little too well, when he said: “I know that you believe you understand what you think I said, but I’m not sure you realize that what you heard is not what I meant.”

Some degree of confusion is to be expected at the beginning of a project. An experienced project manager will work rapidly to eliminate confusion by communicating clearly with the team members in team meetings and individually.

Confusion is most costly as the end of the project nears, when the work to be performed and the priorities should be clear. Confusion at this stage will likely result in a failure to meet the important goals of the project, including cost, schedule, and performance.

A Case of Confusion

I recently worked on a project to help a company prepare a proposal to the U.S. Navy. This was not the first time I had worked with this company or the first time I had worked on a proposal for the same product. However, it was the first time I worked in this plant. Although the project manager and I clearly understood my role on the project, there was major confusion within the ranks of the individuals I needed for support as well as on my part about how I was going to get support. While cooperative, these individuals were not used to outsiders coming into their plant, and the project manager had not met with them to explain the situation. Therefore, they tended to wait until they were given a specific detailed assignment. Each assignment involved a long discussion of not only what was needed but also why it was needed. This confusion seriously hampered our ability to produce the project end item—the proposal—on time and threatened the quality of our work as well (see shoddy quality). The confusion was resolved by a series of individual meetings with each person from whom input was needed.

In addition to the confusion among the individuals who were supposed to work on the proposal, there was confusion regarding the physical resources I needed to have available, such as printers, Internet access, and copy machines. Although I had specified these in advance, none were available when I arrived at the plant. I assumed my hosts were confused regarding my requests when, in fact, they had decided to wait until I arrived to see what I really needed.

The costs of these problems were all measured in terms of time—the time available for actual preparation of the proposal. Reduced time potentially translates into lower quality.

Danger Signs

The potential for confusion exists in all projects. It is up to the project manager to quickly provide clear direction to all involved. Until this occurs, work will be inefficient at best (see inefficiency). At worst, work that is contrary to the interests of the project may be performed.

Danger signs of confusion are idleness (caused by lack of clarity about what is wanted) and lack of progress in producing required outputs.

Solutions

Confusion is the result of poor communication. Early project meetings explaining the project, its constraints, and goals are essential. The project manager should provide team members the opportunity to ask questions and to participate in planning the project. Clear work statements and schedules are necessary both within the project and externally to communicate to other stakeholders the status and direction of the project.

The project manager should assume that there will be confusion until clear direction is provided to all project team members. This direction should be followed up with verification that the project manager’s direction is understood and will be followed.

Regular project team meetings should be held to keep everyone informed of project status and policies. In addition, the meetings will be useful to provide input to the project manager, eliminating another source of confusion.

Tips for Combating Confusion

Expect confusion at the beginning of the project. As project manager, be prepared to address the confusion.

Make sure members of the project team and stakeholders know exactly what is expected of them, preferably in writing.

Work with the project team and stakeholders in the scoping and planning processes, development of the work statements and work breakdown structure, and establishment of the detailed schedules.