Comments on: “Refuse to lose”: how executive pressure contributes to IT failure http://www.peterkretzman.com/2009/10/28/refuse-to-lose-how-executives-contribute-to-it-failure/?utm_source=rss&utm_medium=rss&utm_campaign=refuse-to-lose-how-executives-contribute-to-it-failure Intensely practical tips on information technology management, by Peter Kretzman Thu, 02 Feb 2012 16:24:31 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: Sharing Sunday, November 8, 2009 http://www.peterkretzman.com/2009/10/28/refuse-to-lose-how-executives-contribute-to-it-failure/comment-page-1/#comment-8754 Sharing Sunday, November 8, 2009 Sun, 08 Nov 2009 09:01:55 +0000 http://www.peterkretzman.com/?p=252#comment-8754 [...] Refuse to Lose: how executive pressure contributes to IT failure. A good look at the ways managerial pressure to complete IT projects results in failed cutovers. Been there, done that. There are good principles in here; in this job market, would anyone push back? [...] [...] Refuse to Lose: how executive pressure contributes to IT failure. A good look at the ways managerial pressure to complete IT projects results in failed cutovers. Been there, done that. There are good principles in here; in this job market, would anyone push back? [...]

]]> By: Links for November 1 2009 | Eric D. Brown - Technology, Strategy, People, Projects http://www.peterkretzman.com/2009/10/28/refuse-to-lose-how-executives-contribute-to-it-failure/comment-page-1/#comment-8743 Links for November 1 2009 | Eric D. Brown - Technology, Strategy, People, Projects Sun, 01 Nov 2009 13:55:23 +0000 http://www.peterkretzman.com/?p=252#comment-8743 [...] “Refuse to lose”: how executive pressure contributes to IT failure by Peter Kretzman on CTO/CIO perspectives [...] [...] “Refuse to lose”: how executive pressure contributes to IT failure by Peter Kretzman on CTO/CIO perspectives [...]

]]> By: Mark Brewer http://www.peterkretzman.com/2009/10/28/refuse-to-lose-how-executives-contribute-to-it-failure/comment-page-1/#comment-8741 Mark Brewer Thu, 29 Oct 2009 19:35:13 +0000 http://www.peterkretzman.com/?p=252#comment-8741 On the 'groupthink' comment, I think it is important to consider diversity of opinions. You need all the parties represented and you actually want to hear from all concerned parties. It might be from a lowly developer in a corner or system administrator or someone in the business, but you've got to hear their voices and concerns. There are important and valuable viewpoints that are spoken lightly by someone. On the ‘groupthink’ comment, I think it is important to consider diversity of opinions. You need all the parties represented and you actually want to hear from all concerned parties. It might be from a lowly developer in a corner or system administrator or someone in the business, but you’ve got to hear their voices and concerns. There are important and valuable viewpoints that are spoken lightly by someone.

]]> By: Mark W Schumann http://www.peterkretzman.com/2009/10/28/refuse-to-lose-how-executives-contribute-to-it-failure/comment-page-1/#comment-8740 Mark W Schumann Thu, 29 Oct 2009 19:35:03 +0000 http://www.peterkretzman.com/?p=252#comment-8740 A significant part of the problem is with the CEO's attitude that the facts are "not acceptable." In a funny way he's literally right: the facts are neither acceptable nor unacceptable, they are either true or false (or possibly in between). Some executives are used to bending reality to their wishes. It's a kind of arrogance that doesn't work on software projects. I just wrote about this at http://criticalresults.wordpress.com/2009/10/23/essential-humility/ In short, everyone involved in the process, from the dev team on up, needs to distinguish among wishes, opinions, aspirations, and facts. We also have to accept that we don't know as much about the project today as we will tomorrow, and that we'll never know everything. A significant part of the problem is with the CEO’s attitude that the facts are “not acceptable.” In a funny way he’s literally right: the facts are neither acceptable nor unacceptable, they are either true or false (or possibly in between).

Some executives are used to bending reality to their wishes. It’s a kind of arrogance that doesn’t work on software projects. I just wrote about this at http://criticalresults.wordpress.com/2009/10/23/essential-humility/

In short, everyone involved in the process, from the dev team on up, needs to distinguish among wishes, opinions, aspirations, and facts. We also have to accept that we don’t know as much about the project today as we will tomorrow, and that we’ll never know everything.

]]> By: uberVU - social comments http://www.peterkretzman.com/2009/10/28/refuse-to-lose-how-executives-contribute-to-it-failure/comment-page-1/#comment-8737 uberVU - social comments Thu, 29 Oct 2009 14:12:17 +0000 http://www.peterkretzman.com/?p=252#comment-8737 <strong>Social comments and analytics for this post...</strong> This post was mentioned on Twitter by JohnFMoore: Good post by @PeterKretzman on Exec pressure sometimes leading to #itfail: http://bit.ly/4c5dzk... Social comments and analytics for this post…

This post was mentioned on Twitter by JohnFMoore: Good post by @PeterKretzman on Exec pressure sometimes leading to #itfail: http://bit.ly/4c5dzk...

]]> By: Hemant Kogekar http://www.peterkretzman.com/2009/10/28/refuse-to-lose-how-executives-contribute-to-it-failure/comment-page-1/#comment-8735 Hemant Kogekar Thu, 29 Oct 2009 05:45:02 +0000 http://www.peterkretzman.com/?p=252#comment-8735 I agree with your comments. Early in my career we implemented a major system which was not quite ready but the sponsor browbeat the team into submission. They meekly agreed. The result was a major disaster requiring more than six months of cleanup that nearly brought the company down. Take away for me is to listen to the small voices of caution rather than override them. A delay is always better than a disaster. I agree with your comments.

Early in my career we implemented a major system which was not quite ready but the sponsor browbeat the team into submission. They meekly agreed. The result was a major disaster requiring more than six months of cleanup that nearly brought the company down.

Take away for me is to listen to the small voices of caution rather than override them. A delay is always better than a disaster.

]]> By: jfbauer http://www.peterkretzman.com/2009/10/28/refuse-to-lose-how-executives-contribute-to-it-failure/comment-page-1/#comment-8734 jfbauer Thu, 29 Oct 2009 01:56:40 +0000 http://www.peterkretzman.com/?p=252#comment-8734 Great perspective on the pressures on IT projects and over pressure before truly being ready to launch leads to disaster. I would bet a review of a failed launch, re-work, then re-launch financials would show noticeable costs compared to delaying the launch date and completing the project successfully the first launch. Have been on my share of recorded director level conference calls where product, project IT, operations IT all state their concerns, yet the launch is still a go ... followed by pain backing out a failed launch and more pain avoiding the spinning wheel of blame. Great perspective on the pressures on IT projects and over pressure before truly being ready to launch leads to disaster. I would bet a review of a failed launch, re-work, then re-launch financials would show noticeable costs compared to delaying the launch date and completing the project successfully the first launch. Have been on my share of recorded director level conference calls where product, project IT, operations IT all state their concerns, yet the launch is still a go … followed by pain backing out a failed launch and more pain avoiding the spinning wheel of blame.

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