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Chapter 18: Ten Ways to Make Your Software Project Crash and Burn 351 Rubicon River and died, well, that s a pure risk he would ve taken and lost. Business risks, on the other hand, can be anticipated and planned for. As the project manager, you may have to cross the metaphorical Rubicon when you accelerate a project in order to decrease time to market, or gamble that an inexperienced programmer will write in good code, free of errors, so that you can decrease costs. If these gambles succeed, you may have managed to swim the English Channel, never mind the Rubicon (which is a rather poor excuse for a river to begin with). Projects are more likely to fail at the beginning and succeed at the end. They fail at the beginning because of the huge quantity of unknowns that you must plan for. You have to think about scope creep, technology advances, and the unrealistic expectations of the stakeholders. There are so many risks associated with software project management that it would take too long to plan for all of them even if you could identify all of them. So why bother creating a risk management plan, performing qualitative and quantitative analyses, and worrying about risk assessments when you already know that all projects have a ton of risks? What s the point of documenting and planning for risks when you already know they are going to occur? Either play the odds or just hope for the best; things will work out some way. If you really want your project to crash and burn, take a risk and don t create a risk management plan. It takes much longer to fix problems that occur because of a lack of risk management planning than to avoid them in the first place. But because we re talking about ways to kill a project, failing to adequately plan for as many risks as possible will assure that your path to project success will be blocked by the project Rubicon. Letting Your Ego Lead the Project This may be a complete shock to you, but you really don t know everything, and even if you did (which you don t), you can t do everything. You need to rely on others to help complete your software project. Everyone on your team and all of your stakeholders have something to offer to the success of the project. Trying to perform all project tasks on your own or without soliciting input from your subject matter experts is a brilliant step if you want to sabotage your project. Trying to do everything on your own is easy enough, but to really kill your project right, be sure to also deny that you will make mistakes along the way. Remember the story from Chapter 17 regarding the invention of sticky notes? In the process of trying to create one thing, someone made a mistake and
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350 Part VI: The Part of Tens Planning is the most time-intensive part of the project management process because it involves all of the project management knowledge areas. Planning includes creating project plans, gathering requirements, crafting communication plans, forming risk management plans, and developing quality management plans. Because creating project plans is an iterative process, it can get pretty tedious. You develop a project plan, something happens, and then you have to adjust the plan and communicate these changes to the appropriate stakeholders. It s really quite boring to do things right (especially if you have to do them right more than once), so we suggest not concerning yourself with any types of planning. Where planning is concerned, here are the two things you should definitely not do if you really want to blow your software project out of the water: Don t create a communication plan. The stakeholders and sponsor will eventually hear the status of the project anyway, so why bother developing the communication plans? An added bonus is that you can spend the time you save looking for a new job. Don t bother with resource management planning. Most project managers believe it s worthwhile to create a resource management plan that outlines the requirements for people, equipment, supplies, and so on. Planning resources is highly overrated. Instead of planning for and documenting your resource needs so that you can be prepared for each phase of your software project, it is much easier to just figure everything out as you go. Ignoring Risk Management As we discuss in Chapter 5, there are risks inherent in every project. Actually, there are risks in everything you do. You took a risk when you picked up this book you could have dropped the book on the big toe of your left foot and ended up in the emergency room. But you determined that the rewards you would get from reading this book were well worth the risks. And of course you were right. If you consistently ignore risks, you consistently miss opportunities associated with taking a chance on an anticipated outcome. Risks do not always have a negative outcome. Julius Caesar would never have become emperor had he not crossed the Rubicon. People who plan for risks often win. Risks are categorized into two categories, pure and business. You can t do much about a pure risk. If Caesar had contracted malaria while crossing the
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