Making it Happen seems at first glance to just be a humorous skewering of projects and corporate politics, ala Dilbert. The reality is that the lessons and techniques covered are the real deal.
The realization the narrator had of a project being a plan was like a thunderbolt for him. In reality, that realization is just as powerful. Far too often, the focus at the beginning of a project is to 'make progress' and 'get something done'. Without a clear picture of how it all fits together, blind flailing is almost guaranteed to set you back.
The other good lesson that was reinforced by the reading is how important it is to not be afraid to tell the truth to those above you. Far too often, people will just nod and say 'all good' when everything is definitely NOT. I had an experience at a company where the boss had laid out a small assignment for the front-line managers that would take about 30 man hours or so to complete. He then told us that he wanted it done by the end of the week, and my coworkers all chorused their assent. I was the lone voice of reason, letting him know that it just wasn't possible while still doing our normal jobs. Everyone looked at me like I was insane for saying no, but the schedule was adjusted to a realistic level just the same.
Wednesday, September 22, 2010
Wednesday, September 15, 2010
Case Study Response
1. The biggest initial problem with the project was the lack of definition. Responsibilities, expectations, and lines of communication were all poorly defined. Lack of structure leads to exactly those results: a poorly executed project that fails to achieve the goals it was intended to meet.
2. I like to stick with the cliche of the W's from news article writing. Who, What, Why, When, and Where are all things that need to be nailed down for this type of project before actual design should begin.
3. An advisory committee can be both a valuable asset and an insurmountable problem if you let it. In the course of a single project, it can even be both! Projects are ruled by deadlines, and the specification of what the deliverable will be needs to be set before work begins. After an initial meeting or two to iron out differences and get set on most common goals, you need to lock your specification. Any suggestions or requests after that date can be addressed through a change control process, or implemented with versioning if appropriate.
4. The essence of project management is control. While the project manager answers to the stakeholders, the project needs to be under your thumb at all times. Cole needed to define scope, schedules and deadlines, ask for needed resources, set work assignments, and constantly communicate in more effective ways. When it comes to implementation, especially of a software resource, extensive testing and triple-checking are rules to live by.
5. There are a few options when it comes to a project that is this much of a morass. First, the project could be abandoned. If the stakeholders can not agree on a course of action, or if the business need has shifted, this is a common choice. Secondly, the project can be relaunched from scratch using sound project management techniques. This will often yield a superior deliverable, but can be prohibitive in terms of cost and time. Lastly, the project can be modified (often radically) to better meet the business need. This can be cost-effective, particularly if any issues with the deliverable are minor, and political issues are not too extreme.
2. I like to stick with the cliche of the W's from news article writing. Who, What, Why, When, and Where are all things that need to be nailed down for this type of project before actual design should begin.
3. An advisory committee can be both a valuable asset and an insurmountable problem if you let it. In the course of a single project, it can even be both! Projects are ruled by deadlines, and the specification of what the deliverable will be needs to be set before work begins. After an initial meeting or two to iron out differences and get set on most common goals, you need to lock your specification. Any suggestions or requests after that date can be addressed through a change control process, or implemented with versioning if appropriate.
4. The essence of project management is control. While the project manager answers to the stakeholders, the project needs to be under your thumb at all times. Cole needed to define scope, schedules and deadlines, ask for needed resources, set work assignments, and constantly communicate in more effective ways. When it comes to implementation, especially of a software resource, extensive testing and triple-checking are rules to live by.
5. There are a few options when it comes to a project that is this much of a morass. First, the project could be abandoned. If the stakeholders can not agree on a course of action, or if the business need has shifted, this is a common choice. Secondly, the project can be relaunched from scratch using sound project management techniques. This will often yield a superior deliverable, but can be prohibitive in terms of cost and time. Lastly, the project can be modified (often radically) to better meet the business need. This can be cost-effective, particularly if any issues with the deliverable are minor, and political issues are not too extreme.
Sunday, September 5, 2010
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