Monday 08:30: The project is not proceeding as planned. Of the team of developers assigned to your project (a selection process you had no say in to begin with) some are completely out of their depth and simply cannot perform the work assigned to them. You, yet again, search for other resources, contact the HR manager, have an urgent meeting with the relevant line managers but no success, you’re stuck with the people you’ve got. You’re also stuck with the schedule (you’re already bound to be late) and with the cost (no doubt the budget will not be sufficient as your resources will need to put in some extra time to complete the work on time).

Monday 12:30: Code migration scheduled for this morning is yet to commence. The shared resources assigned to this task are busy attending to some production problems and cannot attend to your code. After all you’re representing a development project, clearly a lower priority compared with ‘real’ production problems. You remind them that the code was already requested last Thursday and that this morning’s deployment was what they promised to you to keep you quiet last week. It doesn’t work and your team of testers, awaiting the new code deployment into their testing environment, continue to wait, at a great expense to you and the project as a whole. Time to have lunch!

Monday 16:30: Your testers are still polishing their Solitaire skills when you get a call from a colleague. There’s a rumour that a project on whose deliverables you are dependent, is likely to be late. It is only a rumour but your throat is already getting dry. Any delay on that project will severely impact yours and is likely to result in substantial scheduling and costing implications. You want to contact your Project Director but deep in-side you know that this will not solve anything. Your Project Director hasn’t done anything to assist your project in the past and has done nothing in terms of cross programme co-ordination and consolidation. You call nevertheless just to get hit his message bank. You leave a message and follow up with an e-mail (to be sure, to be sure).

Monday 18:00: You just got a message on your smart phone that the code deployment has now been complete. Your testers have gone for the day so any verification of the code deployment will only occur tomorrow. You now lost two days scheduled testing and the week has barely begun.

You leave the office and hope that tomorrow will be a better day, just to realize that that’s how you felt when you left the building on Friday.

Disclaimer: Any resemblance to actual events or locales or persons, living or dead, is entirely coincidental.

Print Friendly

Related Post

Letter to a Young Project Manager Dear L.J. We have barely met and had only the brief and passing opportunity to exchange a mere few words before a daunting and sombre thought enter...
The First Ever PM FlashBlog is Coming to a Blog Ne... Over the past couple of weeks I have been in touch with dozens of project management related bloggers to organize the first ever coordinated blogging ...
The Ten Commandments of Project Management Over the years I've seen many attempts to construct the "10 commandments of project management". I believe there is an element of cheekiness in this...
The Secret to Clearing the PMP Certification Exam ... The Project Management Body of Knowledge (PMBOK) The PMBOK, published by the PMI, is a compilation of the project management guidelines to be adopted...

No Comments

  1. Pingback: Shim Marom

  2. Pingback: Cornelius Fichtner

  3. Pingback: PriorityMGT

Leave a Reply

Your email address will not be published. Required fields are marked *

You may use these HTML tags and attributes: <a href="" title=""> <abbr title=""> <acronym title=""> <b> <blockquote cite=""> <cite> <code> <del datetime=""> <em> <i> <q cite=""> <strike> <strong>

%d bloggers like this: