Twitter, now that we understand why the preventable problem paradox is so prevalent and pernicious, it’s time to talk about combating it. So, as promised, here’s a thread on pre-mortems.pic.twitter.com/DZm5MhDVu1
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Post-mortems, after action reviews (AARs), etc. are becoming a part of the “standard process” at many organizations. (and I think that is great!)
Note: you can (and likely should) do a post-mortem anyway, even if the project went quite well. But, moving along.
Unlike a post-mortem—where you discuss what went wrong (and what you can learn from it)—in a pre-mortem, you get together earlier in a project’s lifecycle and ask the team to assume that the project has failed. And you prompt the team to come up with the reasons why.
This short and excellent HBR article by @KleInsight is required reading on this topic.https://hbr.org/2007/09/performing-a-project-premortem …
Here are the highlights of the standard pre-mortem process:pic.twitter.com/flCQj5W9lb
I’ll now share a modified pre-mortem script that has worked well on the teams I’ve worked with. As background, at Stripe, the teams I’ve led have regularly run pre-mortems for our products, particularly major product launches (e.g. Stripe Connect, Stripe Terminal).
And while we haven’t been 100% mistake-free, pre-mortems have enabled “calm product launches” and enhanced team productivity & morale.
Why change the standard pre-mortem script? In my experience, the standard pre-mortem meeting was very engaging *while* the team was in the room.
But how many times have you had an engaging meeting and then people leave the room and everybody forgets about it and reverts to old patterns?
That’s what I saw repeatedly when we employed the standard script. So, I began looking for ways to change that.
I wanted the team to A. be spotting major problems, and B. surface those problems up to other team members *throughout the lifecycle of the project*, not just at that one pre-mortem meeting.
What was missing, I realized, was an evocative, convenient lexicon that allowed people to talk about these things in a psychologically safe manner. Related: I learned quite late in my career the tremendous benefits of giving your team a context-specific lexicon. Don’t be me.
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