Web host sites - Chapter 18: Ten Ways to Make Your Software
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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