Comments on: Great Performances in Failed Projects http://blog.brodzinski.com/2009/04/great-performances-in-failed-projects.html Dealing with software projects in real life Thu, 11 Mar 2010 19:11:38 +0000 http://wordpress.org/?v=2.9.2 hourly 1 By: Pawel Brodzinski http://blog.brodzinski.com/2009/04/great-performances-in-failed-projects.html/comment-page-1#comment-2255 Pawel Brodzinski Wed, 22 Apr 2009 16:35:00 +0000 http://blog.brodzinski.com/2009/04/great-performances-in-failed-projects.html#comment-2255 Meade,<br /><br />Yes, discussion becomes a bit theoretical, but the question which candidate would you choose between more successful and great manager is not.<br /><br />We both know world isn't black and white. It's gray. It's all about having more of this and less of that and about things we value more and these we value less.<br /><br />For me team work and engagement is more important than pushing success at all cost and I believe in the long run it pays off. However I don't say this is the only way to achieve success. Meade,

Yes, discussion becomes a bit theoretical, but the question which candidate would you choose between more successful and great manager is not.

We both know world isn’t black and white. It’s gray. It’s all about having more of this and less of that and about things we value more and these we value less.

For me team work and engagement is more important than pushing success at all cost and I believe in the long run it pays off. However I don’t say this is the only way to achieve success.

]]> By: Meade http://blog.brodzinski.com/2009/04/great-performances-in-failed-projects.html/comment-page-1#comment-2254 Meade Wed, 22 Apr 2009 15:34:00 +0000 http://blog.brodzinski.com/2009/04/great-performances-in-failed-projects.html#comment-2254 If there are consistent failures, something needs to be done and if the end result is a more cautious approach to projects resulting in more successes - isn't that a positive thing (I'm sort of being the devil's advocate here...just sort of). There's still a high rate of project failure in IT - until we can all talk about high success rates there's not much to talk about - right? If there are consistent failures, something needs to be done and if the end result is a more cautious approach to projects resulting in more successes – isn’t that a positive thing (I’m sort of being the devil’s advocate here…just sort of). There’s still a high rate of project failure in IT – until we can all talk about high success rates there’s not much to talk about – right?

]]> By: Pawel Brodzinski http://blog.brodzinski.com/2009/04/great-performances-in-failed-projects.html/comment-page-1#comment-2253 Pawel Brodzinski Wed, 22 Apr 2009 08:56:00 +0000 http://blog.brodzinski.com/2009/04/great-performances-in-failed-projects.html#comment-2253 Jim,<br /><br />You nailed it. Punishing for failure makes people playing safe which is prbably nothing you'd like to see in your projects.<br /><br />And the best occasion to learn is on own mistakes. Jim,

You nailed it. Punishing for failure makes people playing safe which is prbably nothing you’d like to see in your projects.

And the best occasion to learn is on own mistakes.

]]> By: Jim Anning http://blog.brodzinski.com/2009/04/great-performances-in-failed-projects.html/comment-page-1#comment-2252 Jim Anning Wed, 22 Apr 2009 08:16:00 +0000 http://blog.brodzinski.com/2009/04/great-performances-in-failed-projects.html#comment-2252 For me the defining factor when a Project Manager fails is 'have they learned from it' & by that I mean 'if the same circumstances occurred again, would the PM act differently and deliver a different outcome'. <br /><br />Consistently punishing failure will drive project teams to be risk averse - in order to make everything 100% certain estimates get padded and the project always ends up taking longer / costing more than if you adopt a policy that its OK to take measured risks and that if you fail you can quickly get back up on your feet and try again. For me the defining factor when a Project Manager fails is 'have they learned from it' & by that I mean 'if the same circumstances occurred again, would the PM act differently and deliver a different outcome'.

Consistently punishing failure will drive project teams to be risk averse – in order to make everything 100% certain estimates get padded and the project always ends up taking longer / costing more than if you adopt a policy that its OK to take measured risks and that if you fail you can quickly get back up on your feet and try again.

]]> By: steve http://blog.brodzinski.com/2009/04/great-performances-in-failed-projects.html/comment-page-1#comment-2251 steve Wed, 22 Apr 2009 05:26:00 +0000 http://blog.brodzinski.com/2009/04/great-performances-in-failed-projects.html#comment-2251 Realising individual responsibilities, analysing risk factors,seamless inter communications also decide the success rate of any projects ! Realising individual responsibilities, analysing risk factors,seamless inter communications also decide the success rate of any projects !

]]> By: Pawel Brodzinski http://blog.brodzinski.com/2009/04/great-performances-in-failed-projects.html/comment-page-1#comment-2250 Pawel Brodzinski Tue, 21 Apr 2009 16:42:00 +0000 http://blog.brodzinski.com/2009/04/great-performances-in-failed-projects.html#comment-2250 On this one we differ. I wouldn't risk hiring an allegedly successful ass-hole who has proven himself by squeezing his teams and when nobody wanted work with him anymore he was changing companies.<br /><br />I've seen enough swamp projects to know that even superhero PM would fail there. And I prefer one who isn't afraid of entering swamps because that could harm his crystal clear resume.<br /><br />This job is about people in the first place, not about deadlines or scope.<br /><br />If I was sure a candidate will deliver project on time but simultaneously will harm team chemistry I wouldn't hire. It's a long run, not a single sprint. On this one we differ. I wouldn’t risk hiring an allegedly successful ass-hole who has proven himself by squeezing his teams and when nobody wanted work with him anymore he was changing companies.

I’ve seen enough swamp projects to know that even superhero PM would fail there. And I prefer one who isn’t afraid of entering swamps because that could harm his crystal clear resume.

This job is about people in the first place, not about deadlines or scope.

If I was sure a candidate will deliver project on time but simultaneously will harm team chemistry I wouldn’t hire. It’s a long run, not a single sprint.

]]> By: Meade http://blog.brodzinski.com/2009/04/great-performances-in-failed-projects.html/comment-page-1#comment-2249 Meade Tue, 21 Apr 2009 13:00:00 +0000 http://blog.brodzinski.com/2009/04/great-performances-in-failed-projects.html#comment-2249 I've been on the wrong side of projects myself HOWEVER I'm still a firm believer that the outcome of the project is the #1 indicator of the project manager and team. I've seen poorly lead teams succeed and well managed teams fail and there are many many reasons...and excuses...but that's what the job is and how it's judged. If I had to choose a PM for my company I would choose one with a history of success as opposed to one with a history of great management. I’ve been on the wrong side of projects myself HOWEVER I’m still a firm believer that the outcome of the project is the #1 indicator of the project manager and team. I’ve seen poorly lead teams succeed and well managed teams fail and there are many many reasons…and excuses…but that’s what the job is and how it’s judged. If I had to choose a PM for my company I would choose one with a history of success as opposed to one with a history of great management.

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