Bad Project Theater

In earlier posts I have written about project failure and poor project management practices. In the IT world we all know that just because a project is seen as a failure doesn't mean that parts (or all) of that project aren't implemented. Many times egos in IT won't admit to project (product) failure, and end-users are stuck with crap systems that don't deliver anything approaching value. Sometimes these systems linger for years. Yikes, Help!

Project value can’t be dictated; it must be planned, agreed upon, and is easily recognized. We can't be told something has value. We must be shown and form our own opinions.

I have been a project manager in an IT/Telecomm environment for over twenty years. Failed IT projects aren't unique to any one industry or business segment. They are often a result of a mentality that says we know best, and we believe we are smarter than everybody else.

We can sum up this type of behavior in one word...Arrogance -

As taken from the Inner Frontier

ARROGANCE - "Those to whom much has been given sometimes suffer from arrogance; or rather the people around them suffer. Arrogance is doubly a pity, because the talents of the arrogant serve primarily themselves. The arrogant assumes his views and opinions are The Truth. In arrogance, natural confidence goes sadly awry. Rather than the self-assurance born of knowing his own strengths and limitations, arrogance admits no limits. The arrogant brooks no weakness in himself and may even secretly rejoice to find flaws in others. But imperfections are inherent in being human, so the arrogant, like everyone else, always has feet of clay, however well hidden they may be. Fearing exposure, haughtiness forms a hard shell masking inner emptiness."

Professional project managers are always honest, open, and ethical. They realize that project success is in large part determinded by the stakeholders and sponsor, not the project manager.

My advice is to (hopefully not arrogant) leave the drama, back door deals, and shady practices to others and be a valuable asset to your customers and sponsor.

I'm Worse for Having Known Them

I have recently been reminded that arrogance mixed with a little power can be destructive and divisive to an organization.

A good project manager must always rise above the this type of petty political partisanship and keeps fighting for what is right and best for the organization.

*** WARNING - FREE ADVICE BELOW ***

Never use fabrications, slander, and distortions to sell the value of your project/product

Never tear down another organization ( or person) to build yours (yourself) up

If you aren't visible you aren't relevant. If you aren't relevant you aren't needed

Never pretend to be something that you are not. You can only fool another fool

Never be so cocky as to believe you have nothing to learn from others

If you haven’t learned from the mistakes of the past you are probably already repeating them

If you are not honest, ethical, and trustworthy you can’t be effective at anything except politics

Taking others people's ideas and repackaging them as your own is pathetic, dishonest, and just plain sad

The value of your project’s product can only be judged by end-users, not you

Your reputation is determined by others, not you

Product bells and whistles rarely add value. They usually end up in a product because the designer was lazy and without imagination.

Surround and marginalize your critics. Don't let them define who you are.

Beware of Project Snakes and Sharks. They can wear pants or skirts.

Ambiguous Project Goals

Conflict and problems on projects often arise because of ambiguous project goals. You can’t achieve the goals on your project if they are not clear, agreed-upon, and communicated to all stakeholders. Ambiguous goals result in confusion and conflict.

Make sure that your project's goals are SMART (Specific, Measurable, Attainable, Relevant, Time constrained)

Weekend Break - Wedding Dance

We Are In Trouble!

Jon Stewart? This is scary!

Successful Projects Bring No Recognition

When projects are successful, often nobody notices. Possibly the best measure of project success is that the project manager implements without fanfare or notoriety.

Success is the reward for lots of practice






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Apollo 11 Lauch Video - I was there!

40 years ago today, as a member of my local Boy Scout troop, I was at Cape Kennedy (Canaveral) in Florida to witness the launch of Apollo 11.

What a project that must have been to work on!