An emotional ride

A few years ago, the New York Times ran a graphic titled “The Emotional Roller Coaster.” It was adapted from a book by building contractor David Lupberger, “Managing the Emotional Homeowner,” but the graphic was so relevant for the installation of enterprise analytics software that I clipped a copy and kept it with my personal items. Actually, I made copies for senior management, members of software development and the analytics team at the company where I worked.

In preparing this column I unearthed an interesting video prepared by Lupberger. It’s, of course, about managing homeowners through the remodeling process, not managing companies through the installation of analytics software. But the message couldn’t be more appropriate.

Lupberger’s video is aimed at the person in charge of the project, not the client (though clients would certainly benefit if they listened to what Lupberger had to say). He begins by emphasizing what a significant undertaking a remodeling project can be for a client. It’s not just the money – though that’s certainly important. Remodeling changes the environment, which is an extension of who the client is. That’s certainly true of enterprise analytics projects where, for example, moving trucks is no longer at the complete discretion of the dispatcher but guided by computer algorithms.

Success, Lupberger tells us, begins with the project manager putting himself in the shoes of the client. It’s a great point, and one that’s frequently overlooked. Remodeling is stressful, and the project manager is responsible for helping the client through that stress. Doing so makes life more pleasant for everyone involved, and it’s necessary to get the job done properly.

Lupberger captures the progress of a remodeling project with a graph. On the horizontal axis is time. On the vertical axis is the client’s mood. The graph shows a series of ups and downs as the project moves forward, invoking images of a roller coaster.

Unlike a traditional roller coaster, the graph begins at a high point. The client has decided, after much thought and deliberation, that remodeling will be worth the effort. It’s thrilling thinking about the possibilities and the better environment the changes will bring. The first downward slide begins with contract negotiations, where dreams meet reality. Exactly what will be delivered? How much will it cost? How long will the project take? What is the client responsible for?

The mood quickly returns to a high point as negotiations conclude and the actual work commences. Lupberger speaks of palpable excitement as the first craftsmen show up on site to lay the foundation and frame the walls. Clients express their desire to throw a party for all the participants when the project’s finished. Life is good.

The roller coaster plateaus for a while, but then begins a long, slow, downward drift. From the client’s perspective, the job’s taking too long. The manager isn’t listening to the client’s concerns. Work isn’t being done right, and it’s of poor quality. Unexpected problems with the existing structure – dry rot, termite damage – lead to change orders the client doesn’t want to pay for.

Lupberger suggests that the nadir is reached around the time of drywall sanding. For months the client has witnessed plumbing, electrical work and mechanical inspections. Nothing looks close to being finished. And the final indignity is a fine layer of dust settling everywhere throughout the house in spite of the best efforts to contain it. There’s no longer talk about a party. The client simply wants to know when the work will be done and his family can get back to their routine.

Things begin to improve as cabinets and tile go in, as painting is completed and finally as fixtures are put in place. Yet, even when the last doorknob is set, there’s still a sense of unease. The journey’s lows are still too fresh. Dealing with the many workers had become part of a new routine, and their absence is unsettling – no one’s there to immediately fix a loose cabinet door or touch up the paint. Lupberger suggests that it can take many months before the client lets go and says yes, I like what I’ve got, and it was really worth the time and effort.

Not every analytics project involves the installation of enterprise software (see “Crawl, Walk or Run?” Analytics, March/April 2010), but those projects that do encounter challenges not unlike those found in home remodeling. Lupberger’s roller coaster not only shows highs and lows but how high and how low depend on how well the client and project team work together. All too often, mood is taken as an uncontrollable byproduct of activities that must be completed to get a job done. That’s incorrect. Mood can be managed by setting proper expectations; clear communication; having agreements in writing; and above all, empathy among the many participants. Treating mood as important in and of itself can make the ride a lot smoother. And even more importantly, it can keep the cars from derailing.