dilemma-270x300There are times when the implementation team (comprising developers, testers, UI designers, etc.) is considered not good enough to complete a project or get things done on their own. There is a general tendency to include senior management to the list of “responsible people” for important projects, as it’s commonly believed that the management can solve all problems.

If senior managers are not seen or heard, everything is considered to be OK. A bit like “no feedback is good feedback.” However, when there is a problem, senior managers feel an urge to solve it, as they think it’s the most  reasonable thing to do.

Now, the problem with this resolution method is that it involves “more bureaucracy.” This, especially, poses problems when the team has found efficient ways to do things – such as applying agile methods with good tools suitable for work (tools that help manage the requirements to see what is not done). One should not forget that these tools cannot perform miracles! If the  team, for instance, does not estimate correctly, the tool can’t figure out the remaining work on its own.

People really need to ask themselves at such moments: “What should be our priority… to deliver this project, or just try to manage and report it?” I think, most teams ask this question but end up doing the latter one. Here, unfortunately, resistance is futile, because orders always come from the higher level!

So, here’s some food for thought for all of you. Applications (such as JIRA and Scrumworks) can be helpful in such cases, but first you need to ask whether you are reporting for the sake of it or is there a real need for reporting. Find out what actually needs to be known/done, rather than simply following what was done earlier.

Related Posts:

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  2. Why would a project leader need a coach when he already has a manager? What about having more “manager coach”?
  3. Will project managers survive the agile trend?
  4. From the « closed project » to the « social coding

To read the original post and add comments, please visit the SogetiLabs blog: Manage project or deliver?



Juho Saarinen AUTHOR:
Juho Saarinen joined Capgemini Group, more specifically Capgemini Finland, at the end of 2007 as an analyst tester. He was moved to Sogeti Finland when it was established at 2010, and has advanced from Analyst to Manager responsible of testing tools, test automation and agile portfolio.

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