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Slide Notes

(16 March 2013)
The Civil War saw a large range of technology deployed in anger for the first time: the telegraph, the railway, the machine gun, rifled weapons, observation balloons, Minie balls, repeating rifles, submarines and photography.

Yet, 150 years later, managing technology still causes us problems. This presentation will use examples from the Civil War to provide lessons that we can use today.

Lincoln, Lee & ICT

Published on Nov 18, 2015

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PRESENTATION OUTLINE

LINCOLN, LEE & ICT

LESSONS FROM THE CIVIL WAR
(16 March 2013)
The Civil War saw a large range of technology deployed in anger for the first time: the telegraph, the railway, the machine gun, rifled weapons, observation balloons, Minie balls, repeating rifles, submarines and photography.

Yet, 150 years later, managing technology still causes us problems. This presentation will use examples from the Civil War to provide lessons that we can use today.
Photo by Gage Skidmore

GO FORWARD AND GIVE US VICTORIES

LINCOLN TASKS HOOKER
In January 1863, Joseph Hooker was appointed to command the Army of the Potomac. A West Point graduate, Hooker had fought in the Indian and Mexican Wars. He had been variously a farmer, drinker, gambler and womaniser. He had to borrow money to pay his fare from the West to the east coast to join the Army and then petition in order to be granted a commission. He was well known for his devotion to his men.

Lincoln's letter appointing Hooker is a classic one page performance assessment and tasking order. Lincoln notes the actions Hooker had taken to undermine his predecessor but appoints him in spite of these. He tasks Hooker clearly: "Beware of rashness, but with energy and sleepless vigilance, go forward and give us victories."

Of course, Hooker did not. Nevertheless, Lincoln's frank and direct language left no doubt as to what Hooker should have done. Such clear tasking is essential, but not sufficient, to achieve good project outcomes.
Photo by USDAgov

CLARITY

Getting the SoR right
Considered almost saintly, Robert E. Lee did all within his power to utilise his significant talents to defeat the Union armies. He was not successful in the end, but enjoyed many victories before his ultimate defeat.

Some have criticised Lee for his practice of issuing 'discretionary orders'. For the best of his subordinates, this was enough. For others it was not. The lesson is to know how much direction to provide and to be aware that the more you tell people how to do something rather than what to do, the more you disempower them.

Additionally, it is important to make clear what is required. The statement of requirements is critical to project success. Explaining what you must have have to be successful, in sufficient detail, is always necessary.
Photo by mharrsch

HEROES AREN'T ENOUGH

The importance of adequate resources
The Confederacy had many great commanders, like Thomas 'Stonewall' Jackson pictured here. The Confederate infantry fought bravely and effectively, despite being often shoeless, sometimes pantless, regularly hungry and with other equipment deficiencies. Their victories were a testament to their courage.

But it wasn't enough. At the outset of the war, the Union enjoyed an 8:1 advantage in industries. It had 22 million people, while the South had 9 million, of which 4 million were slaves. The antebellum North produced 97% of the firearms made in the USA, 96% of the locomotives, 94% of the cloth, 93% of the iron and 90% of the shoes. Yet the South struck first.

How many IT projects are begun with inadequate resourcing? Heroic efforts by project staff can only go so far. Projects must have adequate resources if they are to have any chance of success.
Photo by cliff1066™

WHAT SLIPPAGE?

BURNSIDE AT FREDERICKSBURG
History has made more of Ambrose Burnside's facial hair than his military expertise. Reluctantly accepting appointment as commander of the Army of the Potomac, Burnside planned to outflank Lee and attack Richmond. To do this, he needed to cross the Rappahanock River. He determined to do this via pontoon bridging at Fredericksburg. The pontoons were delayed, allowing Lee to build up the defences above Fredericksburg. In December 1862, Burnside attacked, ignoring the changes in circumstances due to the delay. His army fought bravely but were soundly defeated with massive casualties.

Ignoring changes in the circumstances affecting a project is almost bound to lead to failure. Schedule slippage is an indication something is wrong and must be addressed. Tolerances for slippage need to be set and monitored closely. You are out of tolerance when you think you are out of tolerance, not when the milestone date passes without delivery.
Photo by Allen Gathman

THINK PAST THE LAUNCH

In an attempt to breach Confederate defences during the siege of Petersburg, Union forces dug a mine under the Confederate lines and detonated it on 30 July 1864. The subsequent explosion created a huge crater.

The troops originally selected and trained for the operation had been replaced at the last minute. Instead of going around the crater as planned, the replacement troops, whose drunk commander had remained behind while they attacked, charged into the crater. Stuck there, they were defenceless against the Confederates overlooking them and were massacred.
Photo by notanyron

HIGH WATER MARK

Avoiding the Optimism Bias
The Battle of Gettysburg in July 1863 is widely considered to mark the high tide of the Confederacy, despite being almost two years before the end of the war. Lee's Army of Northern Virginia became involved in the battle through a series of unplanned events. Following success on the first day, their inability to dislodge the Union forces from the heights on and around Cemetery Ridge on the second day might have persuaded Lee to consider an alternative course. Despite the urging of Longstreet, Lee persisted on the third day, with Pickett's Charge. Despite extraordinary efforts in the face of withering artillery and small arms fire, failure ensued.

The retrospectroscope is the preferred tool of the armchair expert. With it, it is hard to understand how Lee could not have seen the high risk of the task he set Pickett and his colleagues. Many of Lee's victories had relied on a strategic offensive but a tactical defence. The size of the Union host and their strong defensive position appear to have been well understood by the end of the second day. Yet Lee persisted.

IT activities are often affected by a similar bias for optimism. Even after risk assessments are conducted, managers will assume that things will proceed along the best possible course. IMHO, it's better for project managers to be biased towards pessimism. Promise low, deliver high and plan for the worst case. It's a better option.
Photo by Soaptree

GET INVOLVED

SHERIDAN'S RIDE
At the outset of the Battle of Cedar Creek, the Union commander, Major General Philip Sheridan (no relation), was 20 miles away, talking about administrative matters. The Confederates, under Jubal Early had surprised Sheridan's forces and driven them from their camps, causing a dramatic retreat. Early's men, ill equipped and hungry, looted the Union camps, losing their discipline.

Sheridan galloped towards the front, turning around the retreating men, reforming units and eventually leading a successful counter-attack, routing Early's men and giving Lincoln a victory that helped ensure his re-election.

When things go wrong, leaders need to get involved personally and drive the recovery.
Photo by cliff1066™

MANAGING UP

MCCLELLAN AND LINCOLN
George McClellan was loved by his troops. A great trainer and organiser, Lincoln said of him: "If he can't fight himself, he excels in making others ready to fight." However, he was less than impressive in the field. He chronically over-estimated his opponent's strength and regularly failed to fully commit his forces to action, leading to many defeats.

He wasn't the only Union general to suffer setbacks in combat. But he complicated the situation by refusing to obey orders, by concealing facts from his superiors, and by being derisive of and insubordinate to Lincoln. Famously, Lincoln remarked that he'd like to borrow the army if McClellan wasn't going to use it.

Keeping management properly informed is crucial to IT success. A well informed business team will support IT and ensure proper governance.
Photo by Allen Gathman

FOUR SCORE AND SEVEN

Communicate Effectively
On 19 November 1863, Edward Everett, renowned as the greatest orator in the land, delivered a two hour, 13,607 word speech to mark the dedication of the Soldiers' National Cemetery on the Gettysburg Battlefield. He is hardly remembered for he was followed by Lincoln, who in some two minutes and 10 sentences delivered one of the most memorable speeches in the English language.

Good communications skills are required by almost all professions. Succinct, effective reporting is essential to good management and effective record keeping.

AVOIDING A LOST CAUSE

These rules summarise the themes of this presentation as to how to achieve effective IT management.

(PS: I know continuously is spelt incorrectly - I fixed it on the day but couldn't do so retrospectively without removing the presentation)

QUESTIONS?

Because Lego minifigs have a place in every presentation
Photo by TJJohn12