Comments on: Do The Right Things Right http://kareemshaker.com/project-management/do-the-right-things-right/#utm_source=feed&utm_medium=feed&utm_campaign=feed Everyday is a New Day Mon, 16 Apr 2012 18:14:12 +0400 hourly 1 http://wordpress.org/?v=3.3.1 By: Kareem http://kareemshaker.com/project-management/do-the-right-things-right/comment-page-1/#comment-209 Kareem Thu, 18 Feb 2010 18:23:17 +0000 http://kareemshaker.com/?p=473#comment-209 Many PMs follow "Raise a Red Flag" strategy to avoid being blamed when things go wrong, while this strategy doesn't always save the day and makes the environment tense, it works in unprofessional environments Many PMs follow “Raise a Red Flag” strategy to avoid being blamed when things go wrong, while this strategy doesn’t always save the day and makes the environment tense, it works in unprofessional environments

]]> By: Mark Gibson http://kareemshaker.com/project-management/do-the-right-things-right/comment-page-1/#comment-208 Mark Gibson Thu, 18 Feb 2010 17:00:37 +0000 http://kareemshaker.com/?p=473#comment-208 I agree. In my experience, understanding and remaining focused on those objectives and achieving those objectives is a stronger criteria for success than the triple constraint. I believe that the role of the PM is to maintain the connection to the objectives and ensure the solution does meet these objectives. At times, producing a deliverable that maps the solution components to the objectives has proven valuable in two ways: 1) ensuring focus and understanding by the business team, 2) assisting the technical team to understand the context of each solution component and how each component fits into the overall project success. This understanding also assists in motivating the technical team but that is another topic. The individuals that typically digress from those objectives are not the business owners. In order to ensure success, the PM should remain focused and keep the team focused on why the project was started. I use status meetings, steering committee meetings, and customer meetings to always relate back to those objectives. The definition of success for projects is changing I believe from the old triple constraint to business value and IMHO the business objectives is the PMs way to ensure this value. I agree. In my experience, understanding and remaining focused on those objectives and achieving those objectives is a stronger criteria for success than the triple constraint. I believe that the role of the PM is to maintain the connection to the objectives and ensure the solution does meet these objectives. At times, producing a deliverable that maps the solution components to the objectives has proven valuable in two ways: 1) ensuring focus and understanding by the business team, 2) assisting the technical team to understand the context of each solution component and how each component fits into the overall project success. This understanding also assists in motivating the technical team but that is another topic.

The individuals that typically digress from those objectives are not the business owners. In order to ensure success, the PM should remain focused and keep the team focused on why the project was started. I use status meetings, steering committee meetings, and customer meetings to always relate back to those objectives.

The definition of success for projects is changing I believe from the old triple constraint to business value and IMHO the business objectives is the PMs way to ensure this value.

]]> By: Kareem http://kareemshaker.com/project-management/do-the-right-things-right/comment-page-1/#comment-206 Kareem Thu, 18 Feb 2010 06:38:52 +0000 http://kareemshaker.com/?p=473#comment-206 Mark, I think this is the correct and logical approach to be taken for successful projects, the problem is that not everyone honours the business objectives while the project is progressing, another issue is that people may know what the problem is and they may also be totally aware of the business objectives, however solution has a big share in doing things right, in other words a business problem can have many solutions, and selecting the right one, that's not necessarily the best one, is what can make the project successful. Mark,

I think this is the correct and logical approach to be taken for successful projects, the problem is that not everyone honours the business objectives while the project is progressing, another issue is that people may know what the problem is and they may also be totally aware of the business objectives, however solution has a big share in doing things right, in other words a business problem can have many solutions, and selecting the right one, that’s not necessarily the best one, is what can make the project successful.

]]> By: Mark Gibson http://kareemshaker.com/project-management/do-the-right-things-right/comment-page-1/#comment-198 Mark Gibson Wed, 17 Feb 2010 13:42:21 +0000 http://kareemshaker.com/?p=473#comment-198 In order to understand the value the stakeholders believe is inherent in the project, I start with understanding the business objectives. What business problem is being solved or what new capability is brought to the business. Once the project manager understands these objectives, then the project is structured around achieving these objectives. Requirements, deliverables, code, etc is all focused to achieve the reasons why the project was initiated. Information Technology IMHO is just a tool and that tool is to move the business forward. As Kareem stated, the project manager must deliver value and this is what the success of the project is ultimately judged upon and not the triple constraints. In order to understand the value the stakeholders believe is inherent in the project, I start with understanding the business objectives. What business problem is being solved or what new capability is brought to the business. Once the project manager understands these objectives, then the project is structured around achieving these objectives. Requirements, deliverables, code, etc is all focused to achieve the reasons why the project was initiated. Information Technology IMHO is just a tool and that tool is to move the business forward.

As Kareem stated, the project manager must deliver value and this is what the success of the project is ultimately judged upon and not the triple constraints.

]]> By: Ahmed A. Korany http://kareemshaker.com/project-management/do-the-right-things-right/comment-page-1/#comment-197 Ahmed A. Korany Wed, 17 Feb 2010 13:24:38 +0000 http://kareemshaker.com/?p=473#comment-197 For value less projects We start Negotiating the requirements with the stockholders and see why they think it's valuable for them , and later stage try to re-engineer the process to work on the way I think that it gives them better results and If they refused my modifications I work on the project after documenting what happened and doing that task as it's. For value less projects We start Negotiating the requirements with the stockholders and see why they think it’s valuable for them , and later stage try to re-engineer the process to work on the way I think that it gives them better results and If they refused my modifications I work on the project after documenting what happened and doing that task as it’s.

]]> By: Ahmad Eid http://kareemshaker.com/project-management/do-the-right-things-right/comment-page-1/#comment-196 Ahmad Eid Wed, 17 Feb 2010 08:22:23 +0000 http://kareemshaker.com/?p=473#comment-196 The sad thing is that a project manager's work will not be appreciated if the project was finally found to be a WR project. He will think twice before listing this project in his CV. Using your analogy, a publisher of an unsold/unread book will simply try to avoid bragging about it. The sad thing is that a project manager’s work will not be appreciated if the project was finally found to be a WR project. He will think twice before listing this project in his CV. Using your analogy, a publisher of an unsold/unread book will simply try to avoid bragging about it.

]]> By: Mohamed Gad http://kareemshaker.com/project-management/do-the-right-things-right/comment-page-1/#comment-191 Mohamed Gad Tue, 16 Feb 2010 21:02:00 +0000 http://kareemshaker.com/?p=473#comment-191 You addressed a nice solution for the subject, but, for most of the projects that I have dealt with recently, I used a similar strategy which is: "Raise the Flag [Document it] and continue", I don't want to get deep in what I have seen, but, sometimes, stakeholders do pick up wrong projects which's rarely happen to turn into right ones :) Anyway, Nice post my friend, I liked it. MAG You addressed a nice solution for the subject, but, for most of the projects that I have dealt with recently, I used a similar strategy which is: “Raise the Flag [Document it] and continue”, I don’t want to get deep in what I have seen, but, sometimes, stakeholders do pick up wrong projects which’s rarely happen to turn into right ones :)

Anyway, Nice post my friend, I liked it.

MAG

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