A Project Manager's Diary

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 ...

Sometimes referred to as the Triangle of Horror… where the PM tries his best to maintain his balance while walking on the very thin project rope between this triangle and the Project Constraints Triangle (time, cost & scope). The triangle sides represent: The Team, The Client and The Management Every side of this triangle is obsessed by the sole idea that the other two sides want him dead, i.e. the team thinks that the client and the top management want him dead and vice versa. Usually a good PM gets lost while trying to maintain this triangle in good shape to keep all parties satisfied and happy while making them think they are his first and only priority to get out what is needed from them for the sake of the project. From my perspective, this is a much harder balance to keep rather than maintaining and managing the Project Constraints Triangle… It highly depends on people, their culture, maturity level, and on the PM’s ability to understand this and deal with it in a ...

By experience -the bad one of course- I discovered that the famous Project Management triangle is missing a very important containing circle… The Strategy Circle . The Strategy Circle is my simple explanation for many of the catastrophic situations projects end up with. I totally believe that this should not happen and that Strategy exists to set goals and directions for the benefit of organizations and accordingly for the benefit of projects and teams. Unfortunately, I witnessed many cases where it was exactly the opposite. I was an eye witness of the failure of many projects and sometimes companies because of misunderstanding the meaning of Strategy and how to use it to bring companies to success. Some companies bankrupted because of this! De-formation Effect The Strategy Circle is sometimes surrounding the Project Management triangle and thus imposing pressure on it and suppressing it and some other times it is pushing on the triangle from the inside and thus inflatin...

Who are Pretenders? Simply these are the people who Pretend … Pretenders can pretend anything in the world. They pretend they understand and they claim they are experienced. They think they are superior when compared to others and they want everybody to obey them blindly. Most of the people I met falling under this category were consultants or acting as consultants. Pretenders are characterized by the following: Think they know everything in the world Think that books contain everything Have faithful beliefs in theory and nothing but the theory Use theoretical definitions heavily Believe in all best practices Use the word should a lot… they believe what books say, no what facts prove Have an amazing superiority feeling, which may be coming from studying definitions by heart or from hiding behind their many certificates They are Theory Relatives I guess… otherwise, they might be breathing theories! Also, they: Are logical but not reasonable, while others may be r...

Software is by far different than tomatoes! Software development depends heavily on the following factors: Requirements clarity Business complexity Client maturity Team understanding for the requirements Team experience Team productivity People mood Technology Aiding tools availability Company processes and strategy Any of these factors or the combination of these factors can heavily impact the project and its estimate. I am not saying that we cannot estimate projects, I am saying that we cannot estimate accurately, and even if the estimate is accurate, given other circumstances, the same estimate may not be accurate. The major difference between Software and other merchandises is that Software cannot really be measured. There were and are many efforts and theories trying to quantify Software and measure it, yet there is nothing accurate. Software can be measured by complexity, lines of code, effort, features, points… too many theories and models, yet none of ...

Who are Project Jeopardizers? As the name implies, these are the people responsible for jeopardizing your projects and accelerating their failure! They gracefully and confidently push projects to drift from their track to the disaster track. Project Jeopardizers (PJ) AKA Project Monsters are people who have authority and who, for some odd reasons, have a say in your work, and can destroy it completely by the directions they give and the decision they make. They usually help driving projects to their catastrophic ends or in the best cases they lead projects to disastrous situations only! These people run afterwards and disappear from the picture. They also exist in the background of every team project photo. In most of the cases, PJs think they are doing this for the benefit of the project. They are also the first people who panic in stressful situations and leave everything for others to save. They are also very professional in transferring the blame to others, and they are the one...

In addition to the very well-known techniques/lifecycles for project management, I found out that a new technique emerged lately. This new technique highly depends on performing project tasks and phases in a reverse non-organized order! This is known as the Project Baxecution (Project Backward Execution) concept. It embraces the following practices in addition to the Surprise factor which is a common factor at the end of each stage: Deliver the project before getting the requirements (because it is not important!) –> Client is surprised Test the project after receiving some of the requirements –> Testing team is surprised Develop the project after reviewing bugs –> Development team is surprised Plan for the project –> Top management is surprised Gather the project’s requirements –> Client is surprised again Restart the project in the same order, kind of Spiral Development model –> Everyone is surprised!! Just to clarify, this is a stand-alone technique that ...