http://jrothman.com/blog/mpd/2005/04/schedule-game-6-sweep-under-the-rug.html Management, especially good management, is hard to do. This blog is for people who want to think about how they manage people, projects, and risk. Mon, 01 Dec 2008 19:19:42 +0000 http://wordpress.org/?v=2.6.5 http://jrothman.com/blog/mpd/2005/04/schedule-game-6-sweep-under-the-rug.html#comment-122 Diana Larsen Thu, 28 Apr 2005 04:11:10 +0000 http://jrothman.com/blog/mpd/?p=8159#comment-122 Not only did they miss the opportunity to avoid sweeping problems under the rug, but they also missed the opportunity to really understand why the manager said the team did a great job. What was it about not delivering all the features that was (or wasn't) important? In a retrospective, te team gets a change to assess the mis-cues, but also to dig into why things go right, when they do. Teams learn to replicate good stuff, as well as avoid familiar potholes. Not only did they miss the opportunity to avoid sweeping problems under the rug, but they also missed the opportunity to really understand why the manager said the team did a great job. What was it about not delivering all the features that was (or wasn’t) important? In a retrospective, te team gets a change to assess the mis-cues, but also to dig into why things go right, when they do. Teams learn to replicate good stuff, as well as avoid familiar potholes.

]]> http://jrothman.com/blog/mpd/2005/04/schedule-game-6-sweep-under-the-rug.html#comment-121 Gregg Colson Wed, 27 Apr 2005 23:38:47 +0000 http://jrothman.com/blog/mpd/?p=8159#comment-121 I agree with this strategy completely. The ranking of what's important is critical, especially if the delivery timeline has narrow boundaries. We've just gone through this exercise for a .1 release of a new Sales Force Automation project. It was extremely helpful to focus on implementation of the feature set and let the architecture goals be secondary. I truly believe you can't consider yourself successful unless the customer considers the product successful. I agree with this strategy completely. The ranking of what’s important is critical, especially if the delivery timeline has narrow boundaries. We’ve just gone through this exercise for a .1 release of a new Sales Force Automation project. It was extremely helpful to focus on implementation of the feature set and let the architecture goals be secondary. I truly believe you can’t consider yourself successful unless the customer considers the product successful.

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