‘Assumption’ is the mother of all cock-ups.
Whether it’s a contract dispute, a missing product feature, the wrong sort of swivel chair or a project that’s gone astray; when you trace the problem back to its roots you are very likely to find that someone made a false assumption.
Contracts that rely on the handshake are great as long as both parties continue to get along. Once the personal relationship breaks down then suddenly the exact wording in the contract really matters. Spend the time (and money) at the start getting the contract to describe comprehensively what the parties are agreeing to. You can save a lot of trouble (and even more money) down the line.
Specifying the requirements for a new product is an area where companies fall short again and again. What is the point in creating volumes of design specification when it’s all based on a statement of requirements that barely covers a sheet of A4? Spend the time to work with the customer to pin down every aspect of what they want and make sure its documented and signed off by both sides. Don’t assume that what you envisage in your head is the same as what’s in your customer’s head.
The beginnings of any project, enterprise or agreement are delicate times. All the parties bring their own perspectives, prejudices, experiences, knowledge and understanding to the table. Everyone is enthusiastic; they want to get on with it, to move things along quickly. That’s why it becomes incredibly easy to assume that everyone around the table has the same comprehension as you on each aspect of the discussion. In the midst of the energy and drive that marks that start of something new, the assumptions creep in, one by one.
The potential consequences of those assumptions won’t all be felt. It depends a great deal on events. However, the unfortunate thing about those early assumptions is that it is usually near the end of the project that they rear their heads and bite you!
Avoiding the assumption trap is mostly a matter of diligence and attention to detail. However, there is one mantra that will stand you in good stead.
STATE THE OBVIOUS.
Whenever you catch yourself mentally flitting over some aspect of the discussion because you don’t think it’s worth mentioning something so obvious, note it down at the very least, even if you can’t raise it there and then. Don’t let it get forgotten. However obvious, make sure it’s stated, agreed and documented.
One approach you may find useful is to ask all participants to note down their perceived assumptions as you go along. Then set aside time later to go through each of them and make sure that everyone agrees with each statement.
The flipside of the extra effort I’m advocating at the start is the reassurance as you progress through the project that you are on a sound footing and that unpleasant surprises are significantly less likely.
It’s worth it.
