Archive for the ‘mismanagement’ Category
A scope management farce in five limericks
It began as some projects do,
with users who hadn’t a clue.
Their requirements
made no sense,
filling merely a page or two.
The PM, he knew the score.
He asked the users for more.
They flatly declined
saying “We have no time,”
and booted him out the door.
The PM, now filled with dread,
went to the sponsor and said,
“We cannot proceed.”
The boss disagreed,
commanding him to press ahead.
The team, though flying blind,
worked hard (no time to unwind).
Built an app to the spec,
but the users said, “Heck,
this ain’t what we had in mind.”
The moral is clear to see:
With specs unclear or murky,
you’d do well to try
using techniques agile,
delivering frequently.
—
Some recent posts in my “five limericks” series are:
A cliche-ridden corporate crisis in five limericks
SOA what? A clarification for CIOs in five limericks
A cynic’s introduction to project management artefacts in five limericks
An IT system tragedy in five limericks
Dysfunctional IT attitudes: users are losers
Twenty something years ago…
I approached the computer centre with trepidation – folks had told me of the eccentric misanthropes who manned it. It was unavoidable though; my research project required access to one of the powerful mainframes that were housed in the centre. I didn’t know it at the time, but I was to spend three long years performing tedious calculations in molecular dynamics as I worked towards my degree; but that’s another story.
Anyway, I finally found the senior sysadmin’s office and knocked on the door. I heard a grunt in reply, which I chose to interpret as an invitation to enter. The sysadamin, furrowed brow, fingers dancing on keyboard, was evidently engaged in deep, meaningful communication with machine. He paused typing just long enough to push a form towards me.
“Fill it. Leave it with me. You’ll have your account in two days.” Lines delivered, he resumed making eyes at his machine.
As I left his office, I noticed his whiteboard had the following written in big blue capitals:
USERS ARE LOSERS
Very appropriate, I thought. The phrase summed up his view of the people he was hired to help. In those days such an attitude was very common, so I wasn’t as annoyed as I should have been.
Flash forward to the recent past…
“There’s no need to ask our users,” he proclaimed, “we know what they want. Besides, they don’t have any apps with similar functionality right now, so anything we give them will be an improvement. “
“Your users may not think so,” I thought, but didn’t speak out – a conference dinner isn’t the best place to contradict a CIO from a well known company. I thought his peers at the table may have something to say, but if they did, they kept it to themselves.
At first I thought the gentleman was joking, but after a few minutes it was clear he wasn’t. He went on in this vein for a while, outlining his vision (nightmare?) of an application environment that was totally IT-Driven. It turned out that he had been given a carte-blanche to rationalise the IT environment in his domain, and he was about to do just that – without any user “interference”, thank you very much!
Clearly, in some circles users are still losers.
There are those in IT management who hold such heretical thoughts. They’d much rather not have to worry about meeting end-user demands and expectations. “Anyway”, the thinking goes, “it is impossible to ensure that everyone is satisfied, so why try.” So it’s no surprise that when these folks get an opportunity to take control of their application environments, they do so with complete disregard of their users’ needs.
After all that’s been said and written about the need for IT/Business Alignment and customer-focused IT, there are still those who cling to the “our users are dumb; we know best” attitude. They live in a world that deliberately shuns contact with end-users, and hence continue to develop and deliver apps that nobody wants to use. Technology may have changed the face of the world, but in this case perhaps another cliche is more appropriate: the more things change, the more they stay the same.
Scapegoats Pty Ltd
Standish and others tell us that a significant percentage of projects fail for one reason or another. Many of these are projects that could have been saved by timely action, but instead end in ignominy due to inaction by various stakeholders. Transfixed by impending doom, those responsible are content to let problems fester until the potential for disaster translates to reality.
That’s when the proverbial stinky stuff hits the fan: project sponsors demand explanations about what went wrong, and how, and why. Above all, they want to know who is responsible. Then the finger pointing begins, culminating in the identification of the scapegoat. Once identified, the scapegoat is blamed, pilloried, and if he or she is really unfortunate (or the sponsor really ticked off), sacked.
Here’s what I reckon, though: organisations can ill afford to lose individuals they have invested in over the years. It would be so much easier if they could sack someone who didn’t matter. Alas, if only we had someone like….
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