Finally, I see a lot of people around me, with theh same thoughts, and I thought I was the smartest of them all to have known this and follow this.

Really, this concept works wonders in any project. You might actually delay one phase of the project (only to be made up in the last leg) to see a nice one page appreciation from the customer, copying all the presidents – vice and otherwise.

I think, as managers, we need to learn to manage chaos and disorderliness. The more accustomed we are, to these things, more wonders, we can do to the successfullness of our projects.

Talking about an important aspect – people aspect – People or team members like to work in a highly visible, tight timelines project, rather than working on a normal day to day project.

Thanks for initiating the article.

Akshat

They do get a bit boring when things are running well. They can still a challenge and keeping them on track requires constant vigilance.

I’ve noticed this with programmers. I’d have some that just needed to be doing risky cutting edge work. I found that most of my programmers, maybe 80-90% I just needed them to come in, do a good job, and go home. I needed 10-20% to be the ones that thrived on challenges.

When you hire or attract only folks that are big on working in crisis, you have a tendency to get an organization that is always working in crisis. Rarely have I seen a crisis driven organization that is doing well.

Thanks for the comment,

Bruce

Yes, especially when I was younger, I loved all the activity and seeing what I could make happen.

But I got tired of being the go-to-guy for taking on the problems. One project I didn’t lead from the beginning I was told was because they always knew they could throw it to me if things went bad. Great. Just about guaranteed I’d only manage the end of bad projects (i.e., late, low quality, etc.).

I found it was more fun and satisfying to manage them from the beginning and deliver as promised. This is when I started to notice the things I mentioned in the article. There was nothing easy or smooth about the projects, only that the success of delivery was often met with muted enthusiasm. I made it less fun then the problem project! Do we see a senior management problem here?

Thanks for the comment,

Bruce

I must just be a masochist deep down and obviously am paying for some misdeeds in a previous life!

Regards

Susan de Sousa
Site Editor http://www.my-project-management-expert.com