Sometimes, I work with organizations where there’s an implicit agreement not to discuss the schedule. I’ve seen this schedule game in two flavors: the first is Dream Time, where the project team and management believe the schedule, especially if it’s in a scheduling tool with lots of graphs and different colored lines. The other is […]
A few years ago, a senior manager called me. “We have a project in trouble. We started off hopeful, but now it looks impossible.” I asked a few questions, and discovered they had never done a project like this before. It was bigger, in a different language, on a new platform, with a shorter
I perform project and process assessments as part of my consulting work. During one assessment, a senior manager took me aside, and said, “I want you to tell me what you think of our testers.” “All of them?” “Yup.” “Ok, why?” “Well, the developers meet all their milestones, but the testers don’t meet any.” Hmm.
©2002 Johanna Rothman You’re a project manager who’s just been assigned the biggest project of your life. You’ve planned the project work with your project team. You’ve gathered the project plan and the project schedule, for your upcoming meeting with the Operations Committee, OC, to explain how you’re going to manage the project and when