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Chapter 19: Ten Ways to Make Any Software Project Better 361 Showing Your Leadership Skills A project manager must have visible leadership skills. You will be making tough decisions, sometimes communicating painful information, dealing with difficult people, and managing important risks. You must have impressive leadership skills to prevail in difficult circumstances like these. Keep in mind that someone can be an effective manager and a so-so leader at the same time. A good manager can track issues and changes, manage resources, and write a great project plan. A leader can keep the project s vision in mind, get others to agree about its direction and goals, and inspire and motivate the software project team to accomplish those goals. Creating the Right Project Plan Okay, you re ready to start developing your project plan. Have you Spoken with the appropriate stakeholders? Met with experienced project managers who have already completed similar projects? Collaborated with your project team members to understand their strengths, weaknesses, and experiences? Understood how each team member can contribute to project success? Discussed expectations with your project sponsor so that you both can develop a clear understanding of what project success will look like? Documented your software project s assumptions and constraints so that you know how they affect your software project? Developed a solid change control system so that you can prevent scope creep? Documented and distributed a clear, concise communication plan? Created the project charter (or ensured that someone else created it) and received sign-off by the project sponsor? Creating a project plan isn t something that you do at the beginning of the project and then put away in a drawer somewhere only to be removed when you hit a snag or need scrap paper. Creating project plans is an iterative process that occurs throughout the life of the project. You may modify the plans depending on situations or problems that occur throughout the project.
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360 Part VI: The Part of Tens made or lessons learned from previous projects, but don t forget to also ask what went well on the project so that you can modify those activities to fit your particular software project. Don t forget that other more experienced project managers can be a terrific resource for you. One of the most important questions you can ask of your sponsor and appropriate stakeholders is, How will we know that this project is successful? Make sure you know what success is supposed to look like for this particular software project. Of course, after you have asked all of the appropriate questions of the appropriate stakeholders, be sure to document and distribute these answers and requirements so that if you have made a mistake or an omission, stakeholders have an early opportunity to communicate this back to you. Being a Good Communicator Don t underestimate the power and importance of communication. Stakeholders can tolerate a lot of things, but they will not tolerate being unaware of something that they should have already known. You might discover that you are going to encounter some cost overruns. That s bad news by anyone s standards. You may have just found out through software testing that you have a huge bug in your program and that s going to extend your already tight schedule. That s not exactly something to call home about or a cause for celebration. But both of these issues, as well as others, would be a lot more palatable if you communicate them to the appropriate stakeholders as soon as they come to light. If you don t, you run the risk that your stakeholders will hear about these issues through the grapevine. You do not want that to happen. Communicating effectively doesn t just entail conveying negative information. To communicate successfully, you must relate all project information to appropriate stakeholders. Take the time at the start of the project to develop thorough communication plans. Document the method of communication, the receiver of each communication, and the time period for each communication. Then, stick to it. You won t regret taking the time to implement a communication plan, and we guarantee that sooner or later communicating effectively will be one of your saving graces.
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Chapter 19 Ten Ways to Make Any Software Project Better In This Chapter Knowing which questions to ask Understanding the importance of project communication Creating project success Developing thorough project plans Being proactive in recognizing failure Documenting your way to success Being a thoughtful host for project meetings Improving your chances for project success You ve done your homework, read this book, received advice from other software project managers, and created a terrific software project plan. That s wonderful! Congratulations. Now let us help you make that terrific pro ject plan even better. There may be just a few things that you can do to make your software project even more brilliant. Asking the Right Questions Universities and colleges should offer classes in how to ask questions. In fact, Asking Questions 101 should be a required course for all project managers because it is such an important skill and is so often underrated. When you re gathering requirements for your project, you must ask questions of many people, particularly other software project managers. You need to talk to project managers who have completed similar projects so that you can get their input on what lessons they learned from their projects. Many new project managers ask experienced project managers about mistakes
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358 Part VI: The Part of Tens Wimpy project managers don t last long in that career. It is absolutely impossible to be an effective software project manager (or any kind of project manager) and be a wimp. The personality trait and the job description don t work together. They can t work together. To be an effective project manager who can gain the respect of your sponsor, team members, and key stakeholders, you will be called upon to make tough decisions on a regular basis. You need to know when to take a stand and when to negotiate. Being a strong leader doesn t mean you have to be Machiavellian or rigid; you can still earn respect by being flexible and fair and by giving staff some things while holding back on others. Although you need to have firm guidelines in place so that others know what to expect of you, you also need to make some decisions on an individual basis. If you would prefer to be a wimp, then you should look into another profession such as being a professional big baby.
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Chapter 18: Ten Ways to Make Your Software Project Crash and Burn 357 You may think it s easy to do nothing and to refrain from being proactive in resolving issues and conflicts, and it is at first. You need to make sure that the project is completed successfully, on time, and within budget. Of course, it is your prerogative to do nothing, and result in terminating your project. Being a Wimp Here are some facts for you: As the project manager, you re required to make some tough decisions; sometimes you have to say no to either your team members or to stakeholders; you won t always be liked or popular; and you will have to answer some tough questions from your sponsor if anything goes amiss with the project. You can t always be the most popular person in the room, but you can earn respect if you do the right things for the right reasons and expect the same from the rest of the team. If you want to aid the crash and burn of your project, be a wimp. Specifically, here s what you must do: Be sure to give your team members everything they want. Sometimes teams need incentives, but a hot tub in the break room is out of the question. If you give everyone everything they want, you can be the most popular project manager on the block. You can join all the other popular project managers in the unemployment line and you can share stories about the glory days when you were a wimpy project manager. You shouldn t withhold from your team the things they really need, however, like tools, training, and resources. If your team members want to schedule vacations during critical due dates, let them. Your lead programmer shouldn t miss his own wedding, but you should find out whether team members have vacation conflicts before you hire them. If your stakeholders decide they must have time-consuming feature changes without changing the timeline or cost of the project, go ahead and agree to those changes. After all, saying no or negotiating is just too hard. Never take a definitive stand on any tough issues. A project manager never seems less trustworthy than when he or she appears to be weaseling out of giving a straight answer.
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356 Part VI: The Part of Tens require information regarding project status, risks, timelines, and trouble issues. Kind of scary isn t it? Maybe you ll get lucky and be able to work with a team that doesn t appreciate consistency because it s so boring and predictable. The feeling of uncertainty may provide your team with a sense of excitement, because they know that at any moment you will change your mind about a decision you made yesterday or change their on-site work schedule. Your team s morale is sure to increase as members band together to try to figure out how to sabotage you. Just be careful about eating that homemade brownie they bring you. Your stakeholders may be thankful for the opportunity to try to figure out what you really mean when you talk to them, and jump at the chance to second guess everything you say. Sponsors will understand if you change your mind every time you talk to them, right? Yeah right. After you gain a reputation for being inconsistent either in determining schedules or taking a particular stand or dealing with conflicts this reputation sticks with you and people quit relying on you. Consistently being inconsistent can deep-six your project, but the long-term impact is that you will be labeled a flake every time you re given a project to manage in the future. Doing Nothing How hard can it be to do nothing? Just don t respond to any requests for information and don t take any initiative toward planning your project or resolving issues. For example, don t do these things: Give your sponsor regular status updates. What a pain it would be to manufacture reports of your ongoing process. Create a thorough project plan. You don t really need to gather requirements not when you could get a manicure instead. Create a risk management plan. You re not doing anything at all, which means you re not taking any risks. So why bother managing risks that don t exist? Come up with budget, time estimates, and a definition of scope. These things take way too much time, anyway. Come up with a quality management plan. Let the product come out as the programmers originally intended, even if it doesn t work.
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Chapter 18: Ten Ways to Make Your Software Project Crash and Burn 355 immediate answer. As we discuss in Chapter 8, you need to consider so many variables before answering scheduling questions: What is the scope of the project? How many experienced programmers can you hire? What is the budget? What are the requirements of the project; what functions should the user be able to perform with the software? What is the business question that this project will answer? What are the assumptions and constraints (flip to Chapters 2 and 3 for more information)? Who are the stakeholders? What are the activities that need to be completed, and in what sequence must they be performed? What is the risk tolerance (check out Chapter 5) of the department or organization? What are the risks of the project? How will project success be determined? You have to consider all of these questions (and more) to answer that one simple question: How long will it take? Surely (we hope you don t mind being called Surely), you can go ahead and trivialize the entire project management process by giving a quick answer to that question. Then again, you could always go ahead and put together unrealistic schedules. Your team will thank you for all the free time they ll have if you stretch out the schedule too much. Or, you can take the time necessary to effectively create the time estimates and provide a realistic and accurate project schedule. Consistently Being Inconsistent Consistency is the most crucial consideration. No it isn t. Yes it is. It could be, maybe. The point is that when you are the project manager, people are going to rely on you to consistently provide accurate and timely project communications; you also have to make key project decisions that will have significant consequences to many stakeholders. Team members are going to ask about their schedules as well as about their roles and responsibilities. Your sponsor and other stakeholders are going to
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354 Part VI: The Part of Tens Cripple your staff s ability to do anything, large or small, without your approval. Don t show team members that you trust their judgment to make important decisions. Whatever you do, don t let them act on those decisions without your approval. When in doubt, hover. Breathe down their necks and look over their shoulders. These actions afford you with the chance to gaze at all their family photos and the knickknacks on their desks. When you hover over your project team, all kinds of great things start to happen. Team members will begin to come to you every time they have a simple question, such as: What color should I make the heading of this section? Should I have three lines of comments in this section or two? Does this look better with four radio buttons or should I remove one? Can you make Bob stop looking at me funny at meetings? Remember that you have a dual role as a manager and a leader. If you are doing a superb job of leading your team (motivating, inspiring, and directing them), then you can focus more time on managing the project. Team members will recognize that you have the confidence in them to do their work successfully. On the other hand, if you hover over your team, you take a chance on: Frustrating team members. Creating an atmosphere of mistrust. Encouraging team members to come to you for even the simplest questions. Forcing your team members to become robots who never have to think on their own because they have someone else to do that for them. Creating Unrealistic Schedules Remember, there will be times when the CIO or some other fancy pants will vaguely relate the objectives of a software project and casually ask you how long it will take to complete a project before you have the information necessary to answer that question with a shred of accuracy. Sometimes, you can stall by telling the CIO that you will get back to her with an answer as soon as you receive more specific information, but other times she will insist on an
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Chapter 18: Ten Ways to Make Your Software Project Crash and Burn 353 Hiding from the Project Team There are times, especially when deadlines approach and things are particularly frantic, that you will be tempted to hide in the nearest broom closet, retreat to a bathroom stall with your feet propped up, or become a chameleon and blend into the wallpaper. Even the most experienced project managers have been tempted to hide out a time or two. Becoming invisible to your project team creates some very interesting scenarios: One of your programmers could inadvertently redefine a project requirement. Oh, who cares requirements are for the weak anyway. The team may resort to turf wars. Will they settle the tiff with a dance- off or with fisticuffs? Your sponsor may realize that the software project can be completed without its project manager. While you re hiding, we hope you re circulating your resume. You are the project manager; it s your responsibility to manage the project. You ve got to be visible to motivate the team, resolve conflicts, distribute project information, and help to create a cooperative and compatible project team. If you want to crash your project, go ahead and check out. Your team, sponsor, and stakeholders may miss you, but they ll get over it. And you ll find a new job eventually. Hovering over the Project Team Smothering your project team can be just as detrimental to your project management success as hiding from your project team. If you want to kill your chances for managing a successful software project Don t worry about teaching leadership; it s not really your job, anyway. Some project managers like to strike a balance between offering guidance and support and allowing team members to learn from their mistakes. Others, like you, just micromanage every detail. Don t concern yourself with affording your team members with the opportunity to demonstrate their creative problem-solving skills. Enabling team members to use their knowledge, education, and experience to complete their assigned tasks would be good for their personal and professional development. Which would be good for the project. Which you don t want.
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352 Part VI: The Part of Tens created something completely different. If that inventor s ego had been too large to admit the mistake, we may not have sticky notes today. Think of the consequences: A gentle breeze could scatter all of your reminders into oblivion. You might be forced to stick reminders to your walls with the sharp edge of a pistachio shell, staples, or a miniature hammer and nails coordinated to match your cubicle s personalized design scheme. You would have to throw all your notes on the floor and hope for the best. Documenting your mistakes enables others to benefit from your errors. Don t worry about it; most of these mistakes have been made by other project managers at one time or another. Of course, if you don t want others to learn from your mistakes, but you do want to show off your enormous ego, never admit your mistakes. Whatever you do, don t ask stakeholders or team members for their input on any area of the project. The project is sure to sink, but not before giving you an ulcer. Letting Your Iron Triangle Melt No, the Iron Triangle doesn t refer to a large sandwich with three types of cheeses and plenty of saut ed onions on lightly toasted rye. As we explain in Chapter 1, the Iron Triangle refers to the universal project constraints of time, cost, and scope. If you make a change to one constraint in the Iron Triangle, you must also change the other constraints in order to maintain balance. Of course, you could melt this Iron Triangle and thus make the software project crash and burn by Agreeing to move up a deadline without securing other resources. This tactic is great because you have the potential for blowing your deadline and increasing costs. Agreeing to enhance or add to major product features without increasing the timeline. Way to kill your staff! Of course, if you want to add bling, you have two choices: pay overtime (blowing your budget) or blow your deadline. Allowing resources to leave the project early without adding time to the project s deadlines or hiring a replacement. If you make a change to any of the sides of the Iron Triangle, you need to change the shape and balance of the entire triangle so that the project timeline, cost, and scope remain in balance.
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