...An all too common managerial comment. But, how do surprises occur?

Simple... If one of the Anchors is altered one or more of the others most likely will be altered effecting the project or product outcome in some way.

Paying attention to the project anchors can help to alleviate these surprises. Let's see how this is possible...

Monitoring for changes in these anchors enables one to gauge the effect and then proactively implement appropriate responses before negative consequences have time to harm the effort or to enhance positive effects. 'Surprises' result when such consequences are not expected. Many times the consequences are not positive, which intensifies the surprise.

As the project, product and market are initially weighed in detail, the scope of each Anchor can be established. By ensuring that these anchors are characterized, one sets up what can be monitored and also confines the areas of risk. Once the project is underway 'surprises' are greatly reduced and risks are, at least, bounded.

The relative control that the product development team has over changes in the anchors (once the project starts) is very revealing and in some instances, unexpected. Figure 2 lists the general level of control the project team has over each Anchor.

The level of control is...

' 3 ' These Anchors can be researched, defined, negotiated and set at the top of the project to fit the project requirements and then maintained throughout the project by the team members. Changes can tend to occur, but a team must be able to maintain control.

' 2 ' These Anchors can mostly be defined, researched, negotiated and set at the top of the project however, things such as regional and global economies, product revenue and market 'windows', which effect project costs and the schedule, are not always under the team's control.

' 1 ' Fewer aspects of these Anchors are under the control of the team and in many cases can not be negotiated. Product costs and characteristics are directly influenced by market changes, competitor revelations and dynamic, worldwide (these days) economic forces. A contract manufacturer's profit is seldom negotiable and some product features, thus the COM, are demanded by inflexible Regulatory Agencies.

' 0 ' The project team has no control, but contingencies can be planned in some circumstances. 'Acts of God' are such encumbrances.