We previously discussed a scenario where the SME had not performed a deep dive on their end and surprised everyone with a need to halt progress in the project. Some ideas to avoid this situation, keeping in mind it may not be avoidable: Be the “why” child in your discovery meetings and casual chats –…
One of my project had a hot button issue that required immediate attention and resolution. The facts were gathered, the meeting was conducted, the notes went out, and a path forward was published. Six months later, the solution completed and come to find out, the SME could not implement as they “just discovered” to complete…
I had a situation where I had to cancel all my meetings for a particular initiative because the sponsor moved to another project and all of a sudden no one showed up! Frustrating, I had no choice after 4 consecutive no show meetings, to cancel all of the weekly meetings for the rest of the…
Many firms have no organization when it comes to development except Code – Test – UAT – Release. Especially in the age of exponentially increasing cybercrime, architectural review, not just code review, is a foundational practice. Developers that skirt around this step introduce costly and harmful elements into a company’s technology landscape and eventually network…
When involved in an acquisition or divestiture, keep in mind the stress, fears, and pressures your user base is undergoing apart from the demands your project is adding to their reality. This calls for patience and grace in abundance, including a personal visit or phone call instead of text/email/Skype, creating special instructions, scheduling, or…
This is not recommended unless you have a busy body that is allowed in your company to continuously disrupt projects, give irrelevant input, and overall derail a focused effort. You know who I mean. They make a case of rehashing that which has already been decided. They interrupt meetings with tangents. They have no real…