The perfect set of requirements, the perfect team, an approved budget, a detailed working plan, and a highly motivated sponsor. Sounds like a recipe for success, well sometimes even the best laid plans can meet with bumps when a sponsor or member has a hidden set of objectives.
Let’s say you are developing a web based system to collect some type of data. in most cases the program sponsor will fund a particular initiative in order to make it a reality. This funding will be based on a time and system estimate which in turn is based on a set of requirements, which in turn may be based on use cases or a high level goal for the project.
Once funded, the program will begin with more design work, documentation, and eventually coding, testing and finally completion or the money runs out.
So what if you are involved with another person, a finance person with goals of their own that is not aligned with your goals. Finance is the life blood of every project and without finance projects falter or fail before they get started. A financial obstacle can kill a project either by keeping money from being disbursed to the correct people, or by manipulating situations to control other areas or the focus on other areas.
So let’s say our financial person, Myra, wants to make sure certain accounts are not reviewed in a consistent manner. Myra reviews the list of open project and finds a large software development project that is being pushed by an executive she knows personally. At that point Myra may ask to “sit in” on a project level or even become a task reviewer if possible. A good technical project manager will recognize at this point there may be an issue, but be compelled to be cooperative in order to maintain good relationships. This may allow Myra to take good information, and use it in a negative manner. In the event there is a programming issue it may become a bigger issue than normal, and in the event there is any type of failure, it may well become insurmountable. The communication between the team may become confused or difficult, and the groups may not be certain who they should be taking direction from instead of looking to the project manager.
As the project begins to degrade there may side bars and side talks as the technical group tries to recover, only to be overturned by sponsors who have lost confidence in an otherwise solid group. As a side effect the sponsor may overlook other issues or accounts and focus specifically on an account that may have easily achieved success otherwise. By shifting the focus Myra achieves her goal and is not a focus of any scrutiny, while making others a direct focus that may lose their jobs, credibility, or experience other issues.
The perfect set of requirements, the perfect team, an approved budget, a detailed working plan, and a highly motivated sponsor. Sounds like a recipe for success, well sometimes even the best laid plans can meet with bumps when a sponsor or member has a hidden set of objectives.
Let’s say you are developing a web based system to collect some type of data. in most cases the program sponsor will fund a particular initiative in order to make it a reality. This funding will be based on a time and system estimate which in turn is based on a set of requirements, which in turn may be based on use cases or a high level goal for the project.
Once funded, the program will begin with more design work, documentation, and eventually coding, testing and finally completion or the money runs out.
So what if you are involved with another person, a finance person with goals of their own that is not aligned with your goals. Finance is the life blood of every project and without finance projects falter or fail before they get started. A financial obstacle can kill a project either by keeping money from being disbursed to the correct people, or by manipulating situations to control other areas or the focus on other areas.
So let’s say our financial person, Myra, wants to make sure certain accounts are not reviewed in a consistent manner. Myra reviews the list of open project and finds a large software development project that is being pushed by an executive she knows personally. At that point Myra may ask to “sit in” on a project level or even become a task reviewer if possible. A good technical project manager will recognize at this point there may be an issue, but be compelled to be cooperative in order to maintain good relationships. This may allow Myra to take good information, and use it in a negative manner. In the event there is a programming issue it may become a bigger issue than normal, and in the event there is any type of failure, it may well become insurmountable. The communication between the team may become confused or difficult, and the groups may not be certain who they should be taking direction from instead of looking to the project manager.
As the project begins to degrade there may side bars and side talks as the technical group tries to recover, only to be overturned by sponsors who have lost confidence in an otherwise solid group. As a side effect the sponsor may overlook other issues or accounts and focus specifically on an account that may have easily achieved success otherwise. By shifting the focus Myra achieves her goal and is not a focus of any scrutiny, while making others a direct focus that may lose their jobs, credibility, or experience other issues.
Let’s say you are developing a web based system to collect some type of data. in most cases the program sponsor will fund a particular initiative in order to make it a reality. This funding will be based on a time and system estimate which in turn is based on a set of requirements, which in turn may be based on use cases or a high level goal for the project.
Once funded, the program will begin with more design work, documentation, and eventually coding, testing and finally completion or the money runs out.
So what if you are involved with another person, a finance person with goals of their own that is not aligned with your goals. Finance is the life blood of every project and without finance projects falter or fail before they get started. A financial obstacle can kill a project either by keeping money from being disbursed to the correct people, or by manipulating situations to control other areas or the focus on other areas.
So let’s say our financial person, Myra, wants to make sure certain accounts are not reviewed in a consistent manner. Myra reviews the list of open project and finds a large software development project that is being pushed by an executive she knows personally. At that point Myra may ask to “sit in” on a project level or even become a task reviewer if possible. A good technical project manager will recognize at this point there may be an issue, but be compelled to be cooperative in order to maintain good relationships. This may allow Myra to take good information, and use it in a negative manner. In the event there is a programming issue it may become a bigger issue than normal, and in the event there is any type of failure, it may well become insurmountable. The communication between the team may become confused or difficult, and the groups may not be certain who they should be taking direction from instead of looking to the project manager.
As the project begins to degrade there may side bars and side talks as the technical group tries to recover, only to be overturned by sponsors who have lost confidence in an otherwise solid group. As a side effect the sponsor may overlook other issues or accounts and focus specifically on an account that may have easily achieved success otherwise. By shifting the focus Myra achieves her goal and is not a focus of any scrutiny, while making others a direct focus that may lose their jobs, credibility, or experience other issues.
The perfect set of requirements, the perfect team, an approved budget, a detailed working plan, and a highly motivated sponsor. Sounds like a recipe for success, well sometimes even the best laid plans can meet with bumps when a sponsor or member has a hidden set of objectives.
Let’s say you are developing a web based system to collect some type of data. in most cases the program sponsor will fund a particular initiative in order to make it a reality. This funding will be based on a time and system estimate which in turn is based on a set of requirements, which in turn may be based on use cases or a high level goal for the project.
Once funded, the program will begin with more design work, documentation, and eventually coding, testing and finally completion or the money runs out.
So what if you are involved with another person, a finance person with goals of their own that is not aligned with your goals. Finance is the life blood of every project and without finance projects falter or fail before they get started. A financial obstacle can kill a project either by keeping money from being disbursed to the correct people, or by manipulating situations to control other areas or the focus on other areas.
So let’s say our financial person, Myra, wants to make sure certain accounts are not reviewed in a consistent manner. Myra reviews the list of open project and finds a large software development project that is being pushed by an executive she knows personally. At that point Myra may ask to “sit in” on a project level or even become a task reviewer if possible. A good technical project manager will recognize at this point there may be an issue, but be compelled to be cooperative in order to maintain good relationships. This may allow Myra to take good information, and use it in a negative manner. In the event there is a programming issue it may become a bigger issue than normal, and in the event there is any type of failure, it may well become insurmountable. The communication between the team may become confused or difficult, and the groups may not be certain who they should be taking direction from instead of looking to the project manager.
As the project begins to degrade there may side bars and side talks as the technical group tries to recover, only to be overturned by sponsors who have lost confidence in an otherwise solid group. As a side effect the sponsor may overlook other issues or accounts and focus specifically on an account that may have easily achieved success otherwise. By shifting the focus Myra achieves her goal and is not a focus of any scrutiny, while making others a direct focus that may lose their jobs, credibility, or experience other issues.
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