Understanding the User's Problem
SOLUTION 4 GO TO SOLUTION 1 AND CYCLE THROUGH AD NAUSEUM
If you look at the 'reality' list above, you will immediately be struck by the fact that very few of the problems mentioned are in the jurisdiction of the project manager. But it is the project manager that gets when the project fails. It is therefore very important for the PM to know what his chances are for and to be able to say 'NO' to stillborn projects.
On a more positive note, the above problems are risks and contingencies. We will see (Section 2.6) how some of these risks can be reduced, eliminated or priced into the project.
2.5 Risk Management
the
Project Due
to theUser or
the Project TeamYou need look for major problems in two aspects of the project: the user and the project team.
Searching for problems in the area is easy. Ask the following 1. Has the user budgeted enough money for the project?
You do not want project to halfway through due to lack of funds.
2. Is the problem well
If the requirements can not be up, make analysis phase the project.
3. Are the user's expectations realistic?
Users may that the computer will solve all their problems or run the whole for them. They may not be aware of the high of computer software, both in of money and time. Educate your user.
It is always harder to find the problem in theproject team. It is difficult to find fault in
ourselves, but there may as Ask questions:
1. Is this project in my area?
For example, even though our is with COBOL develop commercial systems, we will bid on a project involving computers running Analog-to-Digital nuclearreactor controllers (We are fast learners!).
General Motors will not accept building a new space shuttle for NASA no matter how exciting the project Imagine the liabilities upon failure.
Will I have have adequate resources available at the especially pro- gramming
tempting to 'grow empires'by hiring staff. But a company or department shouldnot grow by more than 100% year. This phenomenal growthcanbe accomplished if you have resources available:
Hiring potential Does your area have good schools, other sources of good programmers? Is your environment attractive?
Education It may be difficult to your system and Is there training avail- able at your within a reasonable distance at the required time?
Good Personnel New employees have to be orientated, made
and Line and made aware of procedures
Management and This should be done by your personnel ment and line managers.
22 Chap. 2 The Definition Phase There arc many cases where has successfully absorbed, but there is
organization.
It is unfair to client his project We tend to be optimistic about
own
capabiities, and it is to down a project due to lack of resources, but then: are times when saying 'NO' is the best alternative.How to Say 'NO' When You Do Not Want to Do the Project
It is simple to say 'NO' inacompetitive environment: project. It in an internal organization. You cannot simply stand up in of five high level managers and refuse to do a without reason. Saying 'NO' requires knowledge of company politics, human psychology, and ample facts and figures for justification.
Obviously, you to argue that 'NO' is the correct choice. Know the key people to convince, and have your arguments ready. Avoid embarrassing someone who is a great proponent of the project. Present the facts that made you decide to say 'NO' and that person will come to the same conclusion
You cannot the argument that you have a 'feeling' that things will go wrong.
Always defend your decision facts-most managers in these terms. If you project down of risks, translate these risks into possible costs
Youmustprovethat what may
project out be a high one, once the factors.
Don't be afraid to exaggerate the risks a little if necessary. Use history of what went wrong on past projects (it is usually available) to back you up. Do not get bullied into doing something you do not believe in, and if all else fails, try to negotiate a compromise. (See Chapter 5 on Negotiation.)
The Factors that Influence the Decision
Have you been in a situation where youprcscnt all to convince management to do project, only to have answer, "Propose it anyway?"
there are political factors The is an 'important user', and this project may but management is at future business. Or this may be a project-thecompany product will be seen on so is not a motivator. Here you may find pressure from very high levels-the president of your company has something at stake and has that "The project shall be done!
You may have ulterior motives. Perhaps you wish to gain experience in a special area.
Or do this one to stay in business. Sometimes cost benefit arguments just wash.
Project Go-ahead Checklist
In thisbookchecklists a listofquestions. Checklists tolookfor, thinkabout, haveanswersfor at specificpoints in timebeforeproceeding to step.
2.6 The Four Steps of Risk Management 23 These be used as Most of the items will not be applicable, but there may be in a that you have overlooked. Use the lists as starting points only. Alter the lists to meet your own The answers to all the questions should be 'yes'!
Here are the questions to ask before writing 1. Havc we closely at the
If we have to program at her site, docs she have adequate facilities?
she have the authority to us the
Is prone to reorganize? Would the project?
Is she
Is she available and able to answer Does she have funds for whole project?
she know what she needs? Is she able to communicate Havc we looked closely at ourselves?
Do we know application
Do we have the necessary resources, and they at the required Have we looked at the Sometimes there are
not bid if you have no chance at all!
2.6 THE FOUR STEPS OF MANAGEMENT
Every would be on time and on budget if cvcr went wrong. It is imperative to on things can go amiss and to avoid This is called
Risk management consists of
step ANTICIPATE THE RISK.
Step 2. ELIMINATE THE RISK WHERE POSSIBLE.