Over work and schedule overruns seem endemic to IT projects-but WHY? This presentation seeks to identify a behavioral reason and offer coping strategies for dealing with the human element in project management when team members exhibit these "bad" behaviors and others "make up" for them thus creating a self-perpetuating pattern of dysfunction.

1. Avoiding Codependent Behaviors
in Project Teams
By
Kenneth Petty, PMP
PMI-CIC May 2006
Copyright Kenneth Petty 2006. kmpetty@computer.org

2. Codependency in Dilbert
Copyright Kenneth Petty 2006. kmpetty@computer.org

3. Copyright Kenneth Petty 2006. kmpetty@computer.org

4. Copyright Kenneth Petty 2006. kmpetty@computer.org

5. Copyright Kenneth Petty 2006. kmpetty@computer.org

6. Inspired by…
• “When Helping Doesn't Help: Software
Testing as Codependent Behavior” By
Lee Copeland, Software Quality
Engineering
• Stickyminds.com
http://www.stickyminds.com/sitewide.asp?ObjectId=2275&Function=DETAILBROWSE&ObjectType=COL&sqry=%2AZ%28SM%29%2AJ%28MIXED%29%2AR%28rele
vance%29%2AK%28simplesite%29%2AF%28Lee+Copeland%2C+Software+Quality+Engineering+codependent%29%2A&sidx=1&sopp=10&sitewide.asp?sid=
1&sqry=%2AZ%28SM%29%2AJ%28MIXED%29%2AR%28relevance%29%2AK%28simplesite%29%2AF%28Lee+Copeland%2C+Software+Quality+Engineering
+codependent%29%2A&sidx=1&sopp=10
Copyright Kenneth Petty 2006. kmpetty@computer.org

7. Objectives
• Explain what codependency is.
• Help you recognize codependent
behaviors in others and yourself.
• Briefly discuss the negative
effects of codependent
behaviors.
• Offer some avoidance and
coping strategies.
Copyright Kenneth Petty 2006. kmpetty@computer.org

8. What Is Codependency?
“A set of maladaptive,
compulsive behaviors
learned by family
members to survive in a
family experiencing great
emotional pain & stress”
(The Johnson Institute)
Copyright Kenneth Petty 2006. kmpetty@computer.org

9. What Is Codependency?
“A set of maladaptive,
compulsive behaviors
learned by project team
members to survive in a
project experiencing great
pain and stress”
Copyright Kenneth Petty 2006. kmpetty@computer.org

10. • Maladaptive- inability for a person
to develop behaviors which get their
needs met.
• Compulsive - psychological state
where a person acts in a manner
contrary to their own consciously
desired behavior.
“ I knew I shouldn’t but I couldn’t help myself.”
Copyright Kenneth Petty 2006. kmpetty@computer.org

11. • Learned-to acquire an ability or a
skill through experience.
• Adaptation to deal with-”great
emotional pain and stress.”
• GOOD NEWS!
Behaviors that are learned can be
“unlearned”
Copyright Kenneth Petty 2006. kmpetty@computer.org

12. Have I experienced codependent behavior?
• “We don’t need all that red-tape. “
• We do our own thing here. You
keep the schedule up-to-date and
fill out the required forms. ”
• “Who has time to plan? We are
too busy to plan.”
• “We don’t do risk management
here.”
Copyright Kenneth Petty 2006. kmpetty@computer.org

13. Have I experienced codependent behavior?
• “We don’t need requirements.”
• We don’t have time to do all that
documentation.
• We don’t have time to do change
control. That is just useless
overhead.
• You start coding and we’ll get the
requirements to you in a few weeks.
Copyright Kenneth Petty 2006. kmpetty@computer.org

14. Three legged Race
Copyright Kenneth Petty 2006. kmpetty@computer.org

15. Have I experienced codependent behavior?
• Worked late nights/weekends to
meet deadlines due to:
• Accepting more work than I had time to
do. (“I just can’t say ‘No’.”)
• Doing work someone else was supposed
to have done but didn’t (“I’m a team
player.”)
• Well known and foreseen risks were
ignored until a crisis developed.
Copyright Kenneth Petty 2006. kmpetty@computer.org

16. Have I experienced codependent behavior?
• Redrafted/rebaselined a project
schedule because:
• Team members woefully underestimated
their task durations.
• Team members have slipped delivery
dates repeatedly due to more “urgent”
tasks taking precedence, even though
they could have waited.
• Team members deliverables were 90%
done for several weeks-until delivery
was expected and they were NOT 90%
done.
• Interim deliverables are “done” in
advance of their delivery date, then they
are declared not “done-DONE.”
Copyright Kenneth Petty 2006. kmpetty@computer.org

17. Roles in Codependency
•Addict
•Enabler
•Victim
Copyright Kenneth Petty 2006. kmpetty@computer.org

18. The Addict
• This is the individual (or
individuals) that has the
addiction and causes the stress
and pain for the team.
• Examples:
• Cowboy
• Distracted
• Over-Achiever
• Perfectionist
Copyright Kenneth Petty 2006. kmpetty@computer.org

19. Cowboy
•Feel entirely self-contained and that
whatever they do has no effect on
anyone else.
•They tend to be combative and will
strongly reject any attempt to
impose a new behavioral model on
them.
•They do not care if people like them
or like working with them.
•Their own autonomy overshadows
any need to meet group norms.
Copyright Kenneth Petty 2006. kmpetty@computer.org

20. Cowboy
•The negative feelings their behavior
engenders from their teammates can
even be seen as “jealousy” or “envy.”
•Preserving their power over their
work lives is paramount.
•They do not share information
willingly, but may if a “supplicant”
comes to them and asks in the correct
manner.
Copyright Kenneth Petty 2006. kmpetty@computer.org

21. Distracted
• Has a hard time staying on task
• Likes to “help” others and will often
let their tasks slip.
• Will suggest added effort not in
SOW.
Copyright Kenneth Petty 2006. kmpetty@computer.org

22. Over Achiever
• Feel inadequate
• Competent and skilled but wants to
demonstrate their skill and ability so
much that they look for added
opportunities and take on added work
aside from what they must do for the
project.
• Often overload themselves and things
can either be delivered with mediocre
or marginal quality because they are
trying to do too much
Copyright Kenneth Petty 2006. kmpetty@computer.org

23. Perfectionist
 The “Perfectionist” may deliver things with the
utmost quality but they hang on to them far too
long to get them “perfect”.
 They may deliver late for a imperceptible
degree of “added quality” and negatively
impact the schedule and/or the harmony of the
team.
Copyright Kenneth Petty 2006. kmpetty@computer.org

24. The Enabler
• They have good intentions. They
try to take care of a person who is
experiencing difficulty, but the
caretaking becomes compulsive
and defeating. Co-dependents
often take on a martyr’s role and
become “benefactors” to an
individual in need.
Copyright Kenneth Petty 2006. kmpetty@computer.org

25. The Victim
• The problem is that these repeated rescue
attempts allow the needy individual to
continue on a destructive course and to
become even more dependent on the
unhealthy caretaking of the “benefactor.”
As this reliance increases, the co-
dependent develops a sense of reward
and satisfaction from “being needed.”
When the caretaking becomes
compulsive, the co-dependent feels
choiceless and helpless in the
relationship, but is unable to break away
from the cycle of behavior that causes it.
Co-dependents view themselves as
victims
Copyright Kenneth Petty 2006. kmpetty@computer.org

26. You Might Be Codependent If..
• You have a tendency to do more
than your fair share all the time.
• You have a sense of guilt when
asserting yourself.
• You have a compelling need to
control others.
• You keep quiet to avoid
arguments.
• You are always worried about
other’s opinions of you.
Copyright Kenneth Petty 2006. kmpetty@computer.org

27. You Might Be Codependent If..
• You have trouble saying “no” when
asked to help. [setting boundaries]
• You have trouble asking for help.
• You always seem to have so many
things going at once you can’t do
justice to any of them.
• You are hypervigilant.
• You frequently suffer from physical
maladies related to stress.
Copyright Kenneth Petty 2006. kmpetty@computer.org

28. Isn’t everyone codependent?
• Are people mutually interdependent
on one another? Yes.
• Should this result in chronic stress
and inattention to ones own well-
being? No.
• The difference is setting limits or
boundaries and holding to them.
Copyright Kenneth Petty 2006. kmpetty@computer.org

29. “We begin tolerating abnormal,
unhealthy, and inappropriate
behaviors. Then we go one
step further, we convince
ourselves these behaviors are
normal.”
(Melody Beattie)
Copyright Kenneth Petty 2006. kmpetty@computer.org

30. • Project management
should make “common
sense” wisdom common
knowledge. Then make
that common knowledge
common practice.
Copyright Kenneth Petty 2006. kmpetty@computer.org

31. If in the course of your work you
consistently overwork and
overstress yourself to
compensate for the failures of
others you are an enabler- you
are perpetuating their
dysfunctional (harmful)
behavior by rescuing them
from the consequences of their
choices.
Copyright Kenneth Petty 2006. kmpetty@computer.org

32. Just say “no.” kind of…
Risk Avoidance behaviors
• Refuse to believe lies.
• Overly optimistic schedules
• Zero tolerance delivery dates
• Delivery dates w/o requirements
• Schedule transparency
• “War Room” with dashboard
• Published weekly/daily updates
• Teach team members to embrace an
interdependent paradigm.
• Develop WBS & Schedule as a team exercise
Copyright Kenneth Petty 2006. kmpetty@computer.org

33. Risk Avoidance behaviors
• Good Delegation
• What must be done
• When must it be done
• How must it be done (What does
success look like)
• How THEIR work impacts others
• Follow up steps
• Hold people accountable.
• Robust risk management.
• Trust but verify
Copyright Kenneth Petty 2006. kmpetty@computer.org

34. Coping Behaviors
•Observe, document, quantify
costs, then present findings as a
“Lessons Learned.”
•Be assertive but not obstructive.
•Help “addicts” confront their
addiction and coach them on ways
to adapt.
Copyright Kenneth Petty 2006. kmpetty@computer.org

35. Special Thanks To:
• Anthony Bell, PMP
• David Cottengim, PMP
• David Daily, PMP
• Bruce Bradbury, PMP
• Mike Pennell, PMP
• Rick Koen, PMP
Copyright Kenneth Petty 2006. kmpetty@computer.org