“A lot of what we do may be just plain habitual”
So, how do I just apply a generic set of process on any project? Actually, depending on your project, some of them could be irrelevant. Few seem to make sense, but the templates do not match the data I am trying to capture. Few, people even expertly fill out sections in documents just because they exist with data perhaps not even relevant to the project.
I’ve had folks argue with me, saying, that doing this is as per PMP/ITIL guidelines or that they are using the organization’s standard templates, or replicating past success. All that documentation should be completed. There is no other way out.
That’s just it. This routine is viewed a lot of times a chore, something that has to be done to meet protocol. The processes and the resultant documents (many a time originating without the process steps itself) are in a lot of cases considered nothing more than another deliverable to the project. When viewed in this light, the sheer amount of process and documentation seem overwhelming.
Even the PMBOK guide tells you that a lot of the outputs from the process are used and updated throughout the project lifecycle. It even drops enough subtle hints at using the right process and customizing the techniques to suit your project. Understanding what these processes and their outputs mean and how they can be valuable in helping you comfortably manage a project. (Especially from the planning phase). More about that in part 3.
You would be surprised by how many projects run without appreciating the reason for process. And how many processes in a project seem like the proverbial ‘fly in the ointment’ to a lot of folks, especially starting out in handling duties beyond development like work breakdowns helping with schedules. I am not denying that there are teams, organizations or people that approach the entry into the world of project function in an ideal way. However, being in the service industry, and having quite a few good friends out there as well, it’s pretty evident. Though the work gets done at the end of the day, there is a significantly better and structured way to get there in a lot of cases.
In my opinion, the root of the problem lies with unqaulified people taking up the management positions. Ironically, most projects here just about to manage to survive only because these unqualified people follow these processes blindly. Just scared to think of what would happen otherwise. :)
ReplyDeleteAnother section of people probably follow the rules blindly because they it is in their comfort level and are scared to get out of it.
Thanks for the comments manz.. Yes. I agree that its a more than common case.
ReplyDeleteTo me, qualification should also be a combination of the aptitude and the desire to do the job. Knowledge perhaps plays only a part of it. In a lot of cases, the grooming and evaluating career paths both by the employee and the organization ends up in a bit of a mess too.
Got something coming up on that soon :)