Skip to main content

Types of Software Projects

A friend of mine used to classify projects into 2 mutually exclusive categories:

  • Strategic or Political projects
  • Profitable projects

At first, I thought this classification was a joke, but after some contemplation, I found that it is very true… Most or almost all of the projects I worked in fell under the first category (strategic). This means that I was either always chosen to work in such projects or that all projects are strategic non-profitable ones!! Which of course cannot be true, so, let’s stick to the first assumption!TypesOfProjects

Strategic Projects Characteristics

  • First of all they are… Strategic!
  • Either start with quick-wins or are major-projects
  • Non-profitable
  • Low or no price quotation offered with pleasure to clients
  • Very tight in time
  • Killer teams are allocated on them
  • Strategic importance and priority only apply on the team who works in the project, i.e. not on other needed helper functions such as IS, DB or Operations teams
  • Teams working in them are burned out/destroyed after some time
  • Clients don’t accept the output
  • Clients don’t pay bills
  • Most of the times, such projects are discontinued after a while. Termination time is based on how much the company can endure the financial losses which by the way are looked at as sacrifices (not losses). Sometimes termination depends on the number of months the team spends sleepless
  • End catastrophically, catastrophe size varies from losing a team to losing a whole company in addition of course to losing the client himself and the company’s reputation

Profitable Projects Characteristics

  • Are not Strategic, this is obvious!
  • Are usually support projects (non-new-development)
  • Clients are billed on time and material basis

I think I might have worked in a profitable project once, but I can’t recall anything about it!

Comments

Popular posts from this blog

RPM Technique

I once used a very weird technique with my team to get things done in a short duration in a project that was very far away from being on schedule… For a while I’ve been asking my team for their progress, following up heavily and on daily basis, staying late with them in the office and sometimes staying till the next morning (online from home), trying to dig deeper by developing and testing with them…. And still we were very late in achieving any of our internal milestones… By time, I was empathizing them and I was trying my best to reduce the effect of the pressure under which they were put for a long time. We started a weekly game competition with some funny yet work-related rules, amongst which was “ each member in a sub-team should finish his work before the day of the competition ”… it went fine for about 3 weeks, then the situation became worse… and we all stopped participating in the competition… I then tried another technique… I started buying them either lunch or dinner in ...

5 Reasons not to listen to a PM (for Managers)

Usually a PM cares about his projects and is keen to develop them as per the planned budget, time and scope. However, managers should not listen to their PMs for the following reasons: 1. PMs are Time Wasters PMs plan… They study and mitigate risks and project issues in proper ways to guarantee the smooth execution of the project. Planning is a bad practice that PMs should stop using and referring to whenever they discuss a project related issue. Plans are not really needed and in most of the times they are useless because no one follows them (all gratitude and respect reserved for PJs). Also, it is preferable to face risks when they fire. Anyways, who really cares for risk mitigation and contingency stuff! Let’s face surprises when they arise and use panic mode to push on teams to solve their issues! 2. PMs Forecast PMs track their projects and use trends, issues, project and client historical data to forecast project status and use corrective actions properly to maintain thei...

To PMP or not to PMP?!

That is the question! As implied by its name PMP (Project Management Professional), to obtain such a certificate you should be a professional in the field of Project Management… To my surprise, almost 95% of the people I met holding this certificate know nothing about Project Management!! They think that studying for this certificate and obtaining it means they are professional, although they should be professional to deserve such a certificate. I understand that one of the prerequisites to get this certificate is to have some practical experience in the Project Management field. But for some odd reason, I discovered that the people I am talking about, which are a majority in the field now, don’t really have experience, some of them are even fresh graduates… I once had a very aggressive argument with a “ kid ” in my team, and by the word “ kid ” I am referring to his age and his attitude in despising my knowledge and experience due to his ignorance, he was very aggressive and arrogant...