There's a section titled "The art of asking the ultimate question (and living without the ultimate answer)" in the The Hitchhiker’s Guide to the Project Management, accessible in discoverit.fi website for registered users.
Quote from the section related to project objectives: "In a relatively likely case of non-existing answers the hitchhiker remembers that in physics, particles and antiparticles spontaneously emerge from the vacuum due to the inherent energy present, even in seemingly empty space. Following this idea he/she knows that even in the absence of clear purpose, there’s always potential energy—ideas, context, or stakeholder motivations—hidden in the “vacuum” of ambiguity. The hitchhiker can create direction by tapping into this latent potential."
Naturally I'm not the only one writing about the issue. Again let's see what GPT has to say about how to discover latent objectives and provide direction. Recognizing that quite a few projects nowadays are related to IT system development and implementation I also wanted to know how to apply these ideas in the specific case of software development (my apologies again for the occasional consulting jargon in the answer):
Identify Latent Energy Sources
- Stakeholder behaviors: What are people complaining about? What frustrates them?
- Organizational priorities: What other projects are succeeding? What themes keep recurring?
- Team dynamics: What excites or motivates the team?
In the case of software development this could include following things:
- User Pain Points: Talk to end-users or analyze usage data from an existing system. What frustrates users the most? Are there any workarounds that suggest unmet needs?
- Stakeholder Observations: Listen to vague or conflicting stakeholder statements. For example, “We want it to be faster and easier to use” could indicate performance or UX (user experience) improvement priorities.
- Tech Trends: Investigate emerging technologies or frameworks that could inspire new features or directions, such as AI, blockchain, or low-code platforms.
Use Trial and Error (Quantum Fluctuations)
- Test Hypotheses: Launch small experiments to test what outcomes stakeholders value most.
- Iterate Rapidly: Treat the early stages as a sandbox for trial and error—what sticks, and what fizzles out?
Again applied to software development:
- Build a Minimum Viable Product (MVP): Start small with a proof of concept or MVP that tests a core feature or hypothesis. For example, “Let’s build a prototype to improve our login process and test how users react.”
- Agile Sprints: Use Agile methodologies to experiment and gather feedback. If the project scope is unclear, treat the backlog as an evolving list of experiments to validate assumptions.
- Continuous Feedback: Incorporate feedback loops from users, developers, and stakeholders to refine direction as the project progresses.
Balance Opposites (Particle and Antiparticle)
- Address short-term goals (particles) while allowing room for long-term strategy (antiparticles).
- Balance innovation with practicality, or speed with quality.
Case of software development:
- Speed vs. Quality: Use feature toggles to release faster while maintaining the ability to refine features post-launch.
- Innovation vs. Stability: Split efforts between a “core team” ensuring operational stability and an “innovation team” exploring disruptive features.
- Scope vs. Resources: Prioritize the development of features that deliver the highest value relative to effort, using techniques like the MoSCoW method (Must-have, Should-have, Could-have, Won’t-have).
Embrace Emergence
The hitchhiker (i.e. project manager) can focus on creating an environment where:
- Team members feel empowered to contribute ideas.
- Stakeholders are encouraged to clarify needs as the project unfolds.
- Incremental Discovery: Let requirements and features emerge naturally as users engage with early versions of the product. Early user feedback often reveals opportunities you didn’t anticipate.
- Cross-Functional Collaboration: Encourage teams (e.g., developers, UX designers, product owners) to co-create solutions. Collaborative brainstorming can surface creative ideas that shape the project’s direction.
- Evolving Architecture: Use modular, scalable designs to keep the codebase flexible, making it easier to adapt to emerging needs.
Don’t Panic: Purpose Is a Moving Target
- Remain adaptable and open to new discoveries along the journey
What would this mean in software development?
- Revisit Objectives Frequently: Use sprint reviews or regular check-ins to ask, “Does this still align with stakeholder needs?” Adjust scope or direction as necessary.
- Define Iterative Success: Instead of aiming for a single, fixed goal, break the project into smaller milestones that deliver incremental value.
- Celebrate Progress: Focus on what has been achieved rather than stressing over what’s undefined or incomplete. Highlighting small wins keeps the team motivated.
To conclude software development case highlights quite accurately the principles of agile development. However, as a general remark successful project hitchhikers and managers recognize that even in the case of seemingly non-existing project objectives there are ways to discover what lies below and move forward. May the foggy future clear into bright skies for all you project people.
