“I doubt the Rani ever does ANYTHING at random,” says the Doctor. But is her project management sense really as strong as her fashion sense? Let’s find out.
1. SET A CLEAR GOAL
In The Mark of the Rani we see a classic example of a fix-up project. A larger strategic project has gone wrong – in this instance, the Rani’s experiments on her planet Miasimiah Goria have heightened her slaves’ awareness as planned, but lowered their ability to sleep – and an offshoot tactical recovery project is initiated. Wisely, the Rani stages her subsidiary project offsite in Victorian England, where her activities will cause no disruption to the mother portfolio. Her metrical objective is to collect enough brain fluid to restore the balance at home, and from everything we see of her I’m confident in assuming she’s planned out her milestones and set a clear endpoint. A great start.
2. ESTIMATING AND PLANNING
The Doctor’s surprised to see the Rani’s volcano screen-print as he reckons her tastes are sterile. But in fact all the indicators on her balanced scorecard expose her as a fun-lover. Her chosen methodology revolves around milking miners, for a start. And there’s an element of cosplay to the whole thing, with her man-slaves adorned in fetishwear and her own time spent dressed up as an old lady watching rugged Geordies getting naked. (Is the Doctor into that too? “When we went past the bath house that instrument of yours reacted!” squeaks Peri at one point.) She might claim she sees everyone as just “walking bags of chemicals” but I’ve heard better excuses.
Most excitingly for a Doctor Who villain, the Rani actually understands marketing too. We see her sending a child running off to the tavern with a penny and instructions to tell the men there’s still a bit of hot water left if they hurry. Crafting scarcity into your call to action is a time-honoured technique for driving footfall.
So her skillset includes attention to detail AND flair. And on learning she’s been doing this sort of thing undetected on Earth for centuries, even the Doctor has to concede she’s a brilliant tactician.
Theres a consequence to her removing chemicals from miners’ brains of course. One minute they’re enjoying a friendly spot of post-bath towel flicking, the next they’re kicking potatoes everywhere and smashing machinery to pieces. But she’s factored for this resultant aggression and keeps well out of the way when the lads are getting lairy.
There’s nothing to suggest the Rani’s project wouldn’t have successfully delivered had she been left to her own devices. But even so, she’s well prepared for any eventuality with a state-of-the-art remote-controlled TARDIS, the insanely camp touch of a glittery pellet bomb built into her bracelets and of course – lying around just in case – mines that turn people into trees! Well you never know.
4. MANAGING THE TEAM
She’s definitely not a team player by choice, and the Rani’s plans are only spoilt when the Master turns up, purely to see what’s going on and what trouble he can cause. He obviously fancies her too – “Anything connected with you would undoubtedly be fascinating!’ he gushes on arrival. Sure, he goes on about some grand plan to upset history but he’s clearly just making it up as he goes along.
So she’s forced to work with someone she hates and who keeps getting in the way of her iterative dependencies. It’s basically an Industrial Revolution Apprentice special, and it’s surprising we don’t get a glimpse of Alan Sugar selling an early version of his difference engine in the town square.
The Master’s the worst kind of team member to be accountable for too, and spends the whole story pissing on the Rani’s baseline – threatening to break her machinery, stealing her hard-won brain fluid and her mind-controlling maggots, and even bringing the Doctor there so she’ll have no choice but to join forces. The Rani’s critical chains are completely disrupted.
5. TRACKING, STATUS REPORTING AND CHANGE MANAGEMENT
With the Master and the Doctor in town, the Rani MoSCoWs the hell out of the earned value to date, deciding that the only sensible course is to abandon the project entirely and salvage what she can. It’s a brave choice for any project manager, but absolutely the right one. She maintains a cool sense of priorities while prevented from leaving, spying on the Master at every opportunity and commenting acidly on his own lack of business prowess: “What’s he up to now? It’ll be something devious and over-complicated. He’d get dizzy if he tried to walk in a straight line.”
When the chance comes she’s even able to give him a face-to-face appraisal: “You’re unbalanced – no wonder the Doctor always outwits you.” Such is her own composure that we don’t doubt her. Finally, with her deliverables in tatters thanks to the Master, she takes a well-earned opportunity to knee him in his own deliverables. “I don’t make mistakes,” she’d claimed earlier. And she’s right.
- The project’s measurable goals were well-established
- The proposed methodology combined creative flair with metrical precision
- Every contingency was fully risk-managed
- The project manager was forced under duress to induct additional team members, which enabled catastrophic chaos creep to the scorecard
- The key deliverables were unsalvageable, and it is recommended that the project manager works entirely in isolation in the future