356 Part VI: The Part of Tens require (Free web space)
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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