238 Part III: Executing Your Software Project Plan (Web hosting plans)
238 Part III: Executing Your Software Project Plan For example, suppose a team member felt adamantly that the user interface should have a different look and feel, but you decided to go with the one that the focus groups preferred. If the final software product fails to gain acceptance with the end users, and interface is brought up as a potential cause for the failure, you can talk to the team member who disagreed with your decision. That person can do a detailed study in to what changes could be made. In the following section, Using Your Super Magic Project Manager Powers, we get into more specific scenarios for resolving conflicts. Using Your Super Magic Project Manager Powers You re the boss, darn it! You don t have to go any further than that every time an issue comes up, just stamp your fist and make that proclamation. Let your team know that you re the one getting paid the big bucks and storm out of the room. Oh, wait. That might have worked in the production era of Henry Ford, but that approach doesn t work so well in the workplace of today. The reason tantrums fail is because we no longer can stand behind someone assembling parts on a line and make sure they are not tarrying speeding up the line if it is suspected they are. In today s world, work is far more mental. You speed up the line with motivation, rewards, and praise. As a software project manager, you have several powers at your disposal. Every manager, and in fact, every team, has varying degrees of success utilizing these powers. Your greatest power is your knowledge and understanding of your team members. Know what drives them so that you can apply your other powers strategically to match every situation. Forcing a decision As much as we all love democracy, there are times when someone just has to make a decision. You are that someone. You don t have to be so bold about it as to demand that your every whim be obeyed; you can be more subtle. Your manner and your focus can steer decisions in the path that you want them to take. You have to be careful about forcing everything to go your way, because everyone else should have a say if
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