Quest Q&A Magazine Issue 4 2016 - Page 21

Like a conductor helps an orchestra deliver sound that’s pleasing to an audience, a project manager helps his or her team deliver an outcome pleasing to a client. “As someone who has been in the trenches of technology projects for many years, I have routinely seen poor decisions made because proper decisionmaking criteria was never communicated to the team,” Drake said. “Targets must be communicated in relation to quality, level of usability, expected asset lifespan, risk tolerance, price consciousness, speed to market, and many other factors. Without that information, technical teams are likely to make decisions for the wrong reasons and outcomes will suffer.” Secondly, business teams must give continuous, not occasional, feedback to programmers and other members of the technical team. “Through diagrams, wireframes and prototypes, shorter release cycles or sketches on whiteboards and napkins, technology teams should not work for more than a couple of weeks – a couple of days sometimes – without some mechanism for the business team to verify it is on the right track,” Drake said. Third, IT project managers must exercise good judgment when hiring technical teams. “A recipe for a bloated, over-engineered solution is giving a routine problem to an innovative team,” Drake said. “Giving a high-level, business-oriented team a technically challenging problem won’t work well either. Adding a social programmer to a solitary team is a disaster waiting to happen.” Don’t overreact When a project threatens to go off the rails, managers and sponsors can default to greater oversight. But in a July 2015 article about IT project failure rates, Gartner Research Director Darryl Carlton says more supervision isn’t always the best rescue tactic. “Governance does not mean only the creation of a project reporting structure,” Carlton said. “When a project starts to stumble, increasing the volume and scope of upward reporting will only place more burden on the project and will be unl Z[H[\ݙHBZ[ZوX\˸'HܙX][[ܙH[\[[ܙB\^]H[HڙX[[[[[ۘ[HܘH[\X[H\ܝ]^H[Z[\KY\H\ۂXY][ܙX]]Y\ܙX]\X]XܘXY\˂]۸&][B[H[ YX]HUڙXX[Y\[\˜YXY\\[YYYH؛[\˂[\[[[K\[X[HYX[K\\[H\[\܈[]]XH[H[Z\[\K[[ܚ]^[[\X]Hݙ\\^]H\H[ܙH[\ܝ[[[HۙBXX[Y[[Y[ ']\۸&][H\HܙHX[Y[Y[[XY\\[X[ܝ[][H\B[\][Y܈X[HX[Y\ܚ[[XK8'HZHZY 8'H[\YH^HX[Y\ܜH\X]XH[[HZ\؜[H^]HYX\[\[ܙHۈ[\ݚ[˜ܙHX[Y[Y[[XY\\[ˈ۝[X[B[\ݚ[ܙHX[Y[Y[[[]\\\BUڙXX[Y\܈HXX[[\]\BX\[YYYK'BIH8(\YH 8( MB