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Stephen IbarakiIndustry AnalystFCIPS, I.S.P., ITCP/IP3P, DFNPA, CNP, FGITCA, MVP
Earlier, I introduced DJ Dunkerley, a Business Analyst and Project Manager currently lending his expertise with Annex Consulting and working on a host of projects.
DJ has a two-part blog about Project Management. Here's part 2.________________Part Two of Two: The Secret List
We draw on the pitcher to fill our glasses, and for some strange reason you are reminded of a scene in Revenge of the Sith with Anakin and Senator Palpatine. But you can follow your memory no further as the present discussion begins again:Another good reason to follow procedures is a lot of time they allow people to form abstractions about what you are doing. And in a big organization it's important to have abstractions that mean the same thing to a wide body of people. This may come as a surprise to you, O great leader, but not everybody in org has the time to read your weekly updates or the energy to expend the effort to understand why your project is so unique and special. If you are following the procedure and not antagonizing (too) many people, then all is well with the world (meaning they won't block you and even perhaps release some resources to help you out). Don't underestimate how important it is to have solid abstractions in a large multi-national corporation. Let's see you have some procedures for rolling out a new product. You don't like the procedures? Fine, get on the phone to Brussels, Hong Kong, Tel Aviv, and Boston and tell everybody you're changing what beta means and early production doesn't include documentation because you think it's stupid to get stuff written at such an early stage. Let's see you get everybody to sign off on how you think it should be done, if not everybody agrees on what "it" means.
On the other hand, slavish obedience to every darn procedure that is drafted in head office is by no means a guarantee you'll get the project done. This is where experience comes into play. It can take years, years I tell you, to develop such powers of discernment that enable you to determine which procedures are crucial to follow and which can be safely ignored. Here is a rough guide:
In short, you gotta push the paper and kiss the rings of the various bureaucrats to get stuff out the door. Unless you're the CEO. And even them, I've seen at least one CEO slap his forehead when dealing with SAP.
The glasses are empty again. All is quiet at the table.
Hey! It's three dollar shooter night at the bar!
DJ DunkerleySenior Product Development Professionalhttp://lastdaysoftheloneranger.blogspot.com/________________
DJ, this is an interesting perspective to share with our audience.
Ok, now IT managers and pros--tell us your experiences and provide your comments...
Thank you,Stephen Ibaraki