When it comes, we will know where we are-the project manager should be careful with Game 9

 

[Note: I am busy. I haven't updated this game series for a long time. Now I am recovering .]

One Vice President said he had attention deficit disorder ). He won't ask for different dates. In fact, he is constantly changing the project's goals. At the beginning, the target is a specific set of functions. The development speed chart shows that the team cannot deliver on time. This vice president has changed his goal to improve the performance of some features. However, performance improvement is very difficult in technical implementation. A few weeks later, he decided to focus on improving reliability.

I think it is interesting that he didn't have this problem when he was a project manager. At that time, he knew that each project had a specific goal, and he would try to avoid the high-level change of the project's goal. However, when he is at a senior level, he cannot set clear goals for the project, which is difficult to accomplish.

 

If the senior management changes the project's objectives, or has a better idea about the products that the project should deliver, or has a better idea about the project's departure from the normal track, this calendar planning game will happen. I have seen some unreliable project managers, just as the senior executives did, which caused the project to be derailed. "Hey, do you think it looks better to do that? Let's do that ." See figure.

This game is different from "give me a rock. In that game, the project's goals won't change over time, and the funders want a shorter schedule. In the game "when we get there, we will know where we are", the funders don't want to change the date, but want to change the project goal.

When the management cannot or does not want to determine the direction of the product, this game will happen.

It's like a boy always waiting for the next pretty girl. He has been dating this beautiful girl for a while. If another beautiful girl appears, he will leave this girl and go straight to the new target.

Whatever you call this game, the effects are the same. The project team cannot devote all their energy to a product that can be delivered. The project is always changing the target. In a similar project that I recently approached as a consultant, a senior manager comforted me and said, "When we get there, we will know where we are ."

The Project Manager can consider the following suggestions:

• Determine the written project vision, project objectives, and release conditions. Consensus on the vision, objectives, and release conditions. The project manager knows the future direction, what work should be done, and when to succeed. The rest of the Organization should also be familiar with this.
• If the management is unwilling to define the vision, the project manager must assume this responsibility. Publish it and stick to this goal. If you cannot, close the project and start a new project with a new target.
• If the project lasts for a long time, iteration is used to organize the project. Evaluate the project progress after each iteration. If you have reached enough goals, end the project and start a new project. Use a short (no more than four weeks) iteration.

In some cases, the above measures cannot be used, because some senior management will interfere with the work of the Project Manager, They bypass the project manager, assign other tasks to the team. If a similar situation occurs around you, you need to communicate with the senior management to tell them what benefits you can bring to them. If they do not listen or cannot stop their behavior, remember that they did not sign a contract. See section 7.7.

The project requires clear and clear objectives, and the entire project team should focus on these objectives. Do not allow others to make your project lose direction. Otherwise, you will lose your goal. In the end, you can only find yourself confused!