Project Management - A Tree Swing Story

 2020-07-11 09:06:08
 
 Michi Mirai
 Original
 68472
The tree swing analogy first came in the 1970s and many variants came later on different
subjects, such as software and management. It depicts the difference of how each department
interprets and implement a requirement in the development of a tree swing. The variation of the
cartoon on perception gaps in software development projects first came out in 2003. Then it
became popular among the management to address issues when projects did not go the right way.
Someone blames the pitfalls in communication, such as not listening to the client, but it also
reveals the problems in product development and reminds anyone involved what to do and what
not to do.

Look at this cartoon.

(Image Source :  http://www.projectcartoon.com/cartoon/1111 )

 1. When a customer describes what s/he wants, it tends to be true that s/he always overstates
it.
2. The product owner gathers the customer's requirement and summaries it.
3. Engineers follow PO's summary and make it work. Well, to some extent...
4. Then programmers will write it. However, when you test it, it is not workable.
5. Finally we have a product, so the sales can start their job by exaggerating its features.
6. When you want to check the documents to, it is always nowhere to be found.
7. What the operations build is simply a rope. Gosh, I don't know what to say. 
8. Customers are billed for extraordinary experiences.
9. The way Helpdesk solves problems is just simple and "radical".
10. Voila! It turns out what the customer truly wants is just a simple tire swing.

Communication: the big "C"

A project is about a bunch of various people working together to meet the requirements. The role
of a project manager is to monitor details through strategic, efficient and meaningful
conversations on a project. "About 90% of the time in a project is spent on communication by
the project manager"[6]. As it is known, communication is a very important element of any well-
organized project. Therefore, project management is not just tools and processes.

A project is usually done by several departments, which means cross-functional collaboration is

required. The information flow from one department to another is done by documents and
meetings. Every one should know what the other team member is doing. If one asked for a leave,
others could do his work and know exactly where to start. The project could be delayed, if the
communication fails that no one knows what he has been doing and replace him.

The importance is also emphasized in Scrum events. For example, the Daily Scrum. Daily Scrum
is a time-boxed short meeting for about 15 minutes and held every morning with team members
before they they start to do the work for today. It aims to inspect what everyone of the project
team is doing and inform what he plans to finish today. By doing Daily Scrum, it keeps every
one of the team on the same page.

Choose the right tool

You can also implement a tool to help clarify things in your team. Choosing the right project
management tool is what successful project teams must do. Through collaborating and using
tools to keep each other on the same page, the gap caused by different interpretations among
departments can be minimized. Each team member should enter the efforts in the system and
update the hours cost finishing the task. Then, the project manager could oversee and predict the
progress of the project.

ZenTao is a Scrum tool, and can help you with:

 Product management: story management, plan management, release management,
product roadmap.
  Project management: team and effort management, task management, Kanban, tree, list,
group views, Burndown chart.
 Test management: test case, test case library, test suit, test plan, test result, bug
management.
 Continuous Improvement: Jenkins integration, automation testing, Git/SVN repository
management, etc.
 Document management: document library, online preview and editing,
 Reports: customized reports, built-in reports, and Crystal reports.
 Dashboard: todo, calendar, tasks assigned to me, and the summary of work for today.

The difference between ZenTao and pm tools is that ZenTao divides the complex project
management into four major items: story, task, bug, and case, through which ZenTao supports
the lifecycle of application development. ZenTao Cloud is also available now.

You should give it a try.

Reference

1. http://www.tamingdata.com/2010/07/08/the-project-management-tree-swing-cartoon-
past-and-present/
2. https://www.businessballs.com/amusement-stress-relief/tree-swing-cartoons-new-
versions-191/
3. http://www.projectcartoon.com/cartoon/1111
4. http://knowyourmeme.com/memes/tree-swing-cartoon-parodies
5. https://en.wikipedia.org/wiki/Tree_swing_cartoon
6. https://www.pmi.org/learning/library/effective-communication-better-project-
management-6480

Tree swing pictures

The tree swing or tire swing funny diagrams - for training, presentations, etc
The famous tree swing picture (also known as tyre swing, tire swing, rope swing)
depicting tyre (or tire) and rope swing in various states of dysfunctionality, illustrates
the pitfalls of poor product design, or poor customer service, and the dangers of failing
to properly listen to customers and interpret their needs. The tree swing also
demonstrates the dangers of departmental barriers, and failures of departments to
talk to each other, and to talk to customers. As such, the tree swing is perfect for
training these areas of quality, communications, customer care and inter-departmental
relations. If you are using the tree swing to highlight a training subject most people
very readily interpret the pictures into their own organisational situations. Some tree
swing discussion points are at the foot of the page.

The tree swing analogy was first came in the 1970s and many variants came later on different
subject, such as software and management. It depicts the difference of how each department
inteprete and implemnt a requirementin the development of a tree swing. The variation of the
cartoon on perception gaps in software development projects was first came out in 2003. Then it
became popular among the management to address issues when projects did not go the right way.
Someone blames the pitall in communication, such as not listening to the client, but it also reveals
the problems in product development and reminds anyone involved what to do and what not to do. 

Variations of this cartoon have circulated in offices since the

1960’s or 1970’s and were also called the “Tree Swing Picture”. In
all forms, even industries, the lesson remains the same of the
game of siloed telephone that results in a snowball of missteps.
The root cause is never really explored though is it?

The cell missing from the cartoon that could align the organization
around the right goal was in the hands of the person talking to the
customer. You see, the customer didn’t describe
their pain, problem, or opportunity. The customer
described a solution (a swing).

If you sell swings, take the money and you’re done. If you create
products or solve problems, you can’t rally around a solution
handed to you. Dig deeper and identify the problem!

The problem you’re solving is a charter for action while the picture
of success shifts from shipping something to delivering a solution
to a problem.

Don’t walk away from a customer

without understanding their needs.

The “5 whys” is one of many great conversational techniques to dig

deeper and identify problems when talking to a customer.
  When you hear a customer describe a solution, ask “why
do you need to be able to…” or “why do you need a…”

 When you hear a customer describe

a symptom of a problem, ask “why is … happening” or
“why can’t you…”.

Repeat these questions to the responses until you find the root
cause, or a deeper problem, and you’ll unlock greater value than
what is on the surface of the conversation!

Summary
When you hand the design/solutioning reigns to your customers,
success becomes a matter of taste. When you solve a problem for
your customers, success is testable and value can be proven in the
market. That brings you one crucial step closer to the right
product, at the right price, placed in optimal channels, and
promoted to the right market segment!

Further reading
 If you’re working on new products check out how
to Prioritize a backlog like an entrepreneur
  Wondering how to maximize the creativity of your
team? Learn more about Building trust to learn as a
team

 Will web browser history repeat? Read about Microsoft

Edge Chromium and the Full Circle

 Want to keep the conversation going? Reach out on

LinkedIn

(The quote "It's just what I asked for, but not what I needed.." emphasizes the
importance of interpreting customer requirements beyond perceived 'wants' so as
to understand precise 'needs'.)

See the original tree swing page for the original tree swing pictures, history and
explanation.

If you know anything about the origins of the tree swing pictures - especially any
memory or evidence that the cartoons existed during the 1960s or earlier - please let
me know - both to clarify the origins, and ideally to give proper credit to the very first
originator, who to my best knowledge remains unknown.

Thanks W Peery (Jun 2013) for the final 'What the customer needed' suggestion, and
the supporting quote, "It's just what I asked for, but not what I needed.."

Thanks to H Kroon for the suggestion of a 'Sales' treeswing, on which the 'As Sold by
the Sales Department' cartoon is based.

 
Businessballs tree swing pictures
New tree swing cartoons - extending the tree swing or tire swing funny diagrams - for
training, presentations, etc
See the first Businessballs tree swing page for the original tree swing pictures, history
and explanation.

These new pictures have been drawn especially for Businessballs.

The collection starts with re-drawn cartoons of the original tree swing cartoons, and
then extends to new variations on the theme.

You can use them freely in your training and teaching; otherwise all rights are reserved.

More tree swing cartoons will be will be added.

Business is obviously responsible for a lot of very good things in this world, but along
the way, it tends to create a lot of nonsense.

The tree swing cartoons remain a wonderful vehicle for illustrating the failings of
business and organizations when they are not run well, and particularly when proper
ethical outcomes become distorted by confused messages and self-interest.

Send your suggestions of organizational or corporate daftness that you'd like to see in
a tree swing cartoon.

You are permitted to adapt the captions for your own local situations provided you
send me a copy of your adaptations to share with others on this website.

he first time I came across this cartoon, The Project Management Tree Swing Cartoon, was in mid
2000. It was quite amusing to me then. But, with increasing awareness over the years, I have come
to appreciate the challenges the project management team faces in the bid to deliver to the owner or
user what they requested, or what is required.
As they say, “too many cooks spoil the broth”. The odds that something would go wrong and
compromise project objectives as the project evolves from concept to delivery, transitioning through
the phases, are quite high. It is a marvel that any project team is able to satisfy the owner at all. That
is what this cartoon represents to me.
But beyond that, it represents the failure of both the owner or user, and the project team to
collaborate. I will elaborate. We all know that the success of any project is the result of the
collaborative effort of all stakeholders – the owner or user, the project team and anyone else whose
interest might be impacted by the project.
Therefore, the owner needs to be actively involved in the project to ensure that what is required is
delivered. This is a critical success factor. But what obtains is often quite different; many owners
claim to be very busy and would not even review documents or deliverables sent for review. Some,
only wait to receive the final product. And as the saying goes,
“they get what they are given, and have to like what they get”

Too Busy
The owner who is too busy to participate actively in their project will end up paying for
Cadillac and receiving a Volkswagen Beetle.
Majority of complaints that owners and end users raise at commissioning and handover stages of
projects arise out of their non-participation. To put it another way,
“The absent owner is the bane of project handover”
For example, I know of a project where the user suddenly showed up after a valve was installed and
insisted that it be rotated to horizontal position for easy access. The contractor retorted. “we installed
it according to the design.” And the design had been reviewed and approved!
At the very worst, this absent owner should have taken advantage of the stage gates or phase gates
to review the deliverables, to ensure that what the project team was proceeding with was what was
desired. Not only that, but it should also have provided opportunity to revise project objectives if
conditions have changed.
On the other hand, the cartoon also reveals the failure of the project team on two counts.
First is failure at gathering requirements. It is a well-known fact that project success hangs upon
accurate gathering and clarification of stakeholder requirements and converting those requirements
to specifications for the project. Subsequently, the team develops and applies appropriate project
management processes and systems to meet those specifications. I discussed this as a critical
success factor in my earlier essay on project success, which you may read here.
Second is the failure to utilize the gate review processes to validate the deliverables against the
requirements of the owner. Again, I must emphasize that stage gate or phase gate reviews should
be the last resort approach to engaging the owner or end user. A healthy project team engages the
owner continuously. I know that some project management practitioners regard this as undue
meddling by the owner.
Overall, the cartoon reveals the failure of project stakeholders to collaborate, to work together
continuously to deliver the project. The owner needs to recognize that contract award is not the
abdication of responsibility to provide leadership in order to deliver a product or deliverable that
meets requirement.
I still remember what my former colleague, a project manager, told the client, an E&P, project
engineer: “You had better let us work together to deliver this project; if it fails, they will sack both of
us, but the difference is that I can easily find my kind of job with another contractor, but you will not
easily find another job like the one you have.” That is wise, isn’t it?
Now, I have come to appreciate the importance and value of project gates or phase gates as the
project transitions from one phase to the other. In the interest of those who may be new to project
management, a project phase, according to the Project Management Body of Knowledge (PMBOK)
is a collection of logically related project activities that culminate in the completion of one or more
deliverables.
Phase Gate, on the other hand, is a review at the end of a phase in which a decision is made to
continue to the next phase, to continue with modification, or to end a program or project. I intend to
discuss this in some detail in a later essay.
Until then, I would like to hear from you. Is this applied at all in your organization? How is it done?