Comments on: How not to get what you want from IT http://www.peterkretzman.com/2008/04/21/how-not-to-get-what-you-want-from-it/ Intensely practical tips on information technology management, by Peter Kretzman Fri, 19 Mar 2010 17:07:45 -0700 http://wordpress.org/?v=2.9.2 hourly 1 By: Peter Kretzman http://www.peterkretzman.com/2008/04/21/how-not-to-get-what-you-want-from-it/comment-page-1/#comment-1231 Peter Kretzman Mon, 28 Apr 2008 02:20:22 +0000 http://www.peterkretzman.com/2008/04/21/how-not-to-get-what-you-want-from-it/#comment-1231 Ah, thanks for that guess, too, Marc. Sure, this happens: but I have to say that I see 99.99% of projects UNDERplan, not overplan. Maybe it's just where I've been for the past ten years (fast-paced Internet-oriented companies). So while it's not ideal to overproduce a detailed project plan, it certainly doesn't match the big big hint I gave: something that would qualify as "actually destroying the company." Ah, thanks for that guess, too, Marc. Sure, this happens: but I have to say that I see 99.99% of projects UNDERplan, not overplan. Maybe it’s just where I’ve been for the past ten years (fast-paced Internet-oriented companies). So while it’s not ideal to overproduce a detailed project plan, it certainly doesn’t match the big big hint I gave: something that would qualify as “actually destroying the company.”

]]> By: Marc Sirkin http://www.peterkretzman.com/2008/04/21/how-not-to-get-what-you-want-from-it/comment-page-1/#comment-1181 Marc Sirkin Thu, 24 Apr 2008 15:17:17 +0000 http://www.peterkretzman.com/2008/04/21/how-not-to-get-what-you-want-from-it/#comment-1181 Here's a guess... write a very long, detailed project plan that no one reads :) Here’s a guess… write a very long, detailed project plan that no one reads :)

]]> By: Peter Kretzman http://www.peterkretzman.com/2008/04/21/how-not-to-get-what-you-want-from-it/comment-page-1/#comment-1172 Peter Kretzman Thu, 24 Apr 2008 03:20:15 +0000 http://www.peterkretzman.com/2008/04/21/how-not-to-get-what-you-want-from-it/#comment-1172 <p>Good guess! But no.</p> <p>You're right, it is common (and often troublesome) for schedules to be set in advance. As we all know from the shop-worn adage, what goes into successful delivery of a given project consists of a three-legged stool: schedule, scope, and resources (pick any two). As Ben points out, stakeholders sometimes pick the schedule, then can't (or won't) viably adjust the scope or resources as detailed analysis reveals the true extent of the project. We've all been bitten by this, multiple times.</p> <p>That said, sometimes schedules DO (for solid business reasons) have to be picked in advance, way before detailed analysis puts you on more solid ground. I agree that it's done way more than it should be, and that people then often don't understand that particular schedules necessarily influence actual delivered scope and/or the need for the resources to deliver it on time. You can't, however, always wait for perfect information on all these factors before setting a schedule. That's a huge impedance mismatch encountered between IT folks and business stakeholders, for sure. I'll be writing more about this in the future.</p> <p>Meanwhile, the still-to-be-written Trap #1 is not yet identified. Hint: it does relate to what Ben guessed. Stay tuned.</p> Good guess! But no.

You’re right, it is common (and often troublesome) for schedules to be set in advance. As we all know from the shop-worn adage, what goes into successful delivery of a given project consists of a three-legged stool: schedule, scope, and resources (pick any two). As Ben points out, stakeholders sometimes pick the schedule, then can’t (or won’t) viably adjust the scope or resources as detailed analysis reveals the true extent of the project. We’ve all been bitten by this, multiple times.

That said, sometimes schedules DO (for solid business reasons) have to be picked in advance, way before detailed analysis puts you on more solid ground. I agree that it’s done way more than it should be, and that people then often don’t understand that particular schedules necessarily influence actual delivered scope and/or the need for the resources to deliver it on time. You can’t, however, always wait for perfect information on all these factors before setting a schedule. That’s a huge impedance mismatch encountered between IT folks and business stakeholders, for sure. I’ll be writing more about this in the future.

Meanwhile, the still-to-be-written Trap #1 is not yet identified. Hint: it does relate to what Ben guessed. Stay tuned.

]]> By: Ben T http://www.peterkretzman.com/2008/04/21/how-not-to-get-what-you-want-from-it/comment-page-1/#comment-1169 Ben T Wed, 23 Apr 2008 18:26:23 +0000 http://www.peterkretzman.com/2008/04/21/how-not-to-get-what-you-want-from-it/#comment-1169 OK, here's my guess: your #1 trap has got to be "set the schedule from the start, without scope defined." Business folks seem to do this again and again and again. I'll be interested to read what you have to say about that, and ways to work with the business to not do it. OK, here’s my guess: your #1 trap has got to be “set the schedule from the start, without scope defined.” Business folks seem to do this again and again and again. I’ll be interested to read what you have to say about that, and ways to work with the business to not do it.

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