10 Steps to a Project Disaster

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10 Steps to a Project Disaster

  1. 1. To A
  2. 2. 1 Resource your projects with onlyyour favorite people.
  3. 3. 1 Resource your projects with onlyyour favorite people.
  4. 4. 2Keep that salespipeline well- hidden.
  5. 5. 2Keep that salespipeline well- hidden.
  6. 6. …Into the future.” 3The Steve Miller Band had it right: Collect hours if& when the team feels like posting them…
  7. 7. …Into the future.” 3The Steve Miller Band had it right: Collect hours if& when the team feels like posting them…
  8. 8. 4 Post time. Anywhere.Someone will pay.
  9. 9. 4 Post time. Anywhere.Someone will pay.
  10. 10. 5So lump everythingon that invoice, anddon’t bother breaking it out.
  11. 11. 5So lump everythingon that invoice, anddon’t bother breaking it out.
  12. 12. ? 6 Never seek or review any periodic status reports– wait until the project ends, and the books close.
  13. 13. ? 6 Never seek or review any periodic status reports– wait until the project ends, and the books close.
  14. 14. 7 So always act like it’s your first project–ignore any historythat guides scope, best practices, or lessonslearned from past work.
  15. 15. 7 So always act like it’s your first project–ignore any historythat guides scope, best practices, or lessonslearned from past work.
  16. 16. You can’t get arrested for speeding...On a road with no postedspeed limit.
  17. 17. 8 You can’t get arrested for So hide speeding... expectations like utilization, margin or billable rate.On a road with no postedspeed limit.
  18. 18. 8 You can’t get arrested for So hide speeding... expectations like utilization, margin or billable rate.On a road with no postedspeed limit.
  19. 19. There are 9 only so manyIgnore any means to hours in acalculate current day…workload or future capacity.
  20. 20. There are 9 only so manyIgnore any means to hours in acalculate current day…workload or future capacity. Pull him on the Allan Parsons project! …So many, in fact, that you can work your people endlessly.
  21. 21. There are 9 only so manyIgnore any means to hours in acalculate current day…workload or future capacity. Pull him on the Allan Parsons project! …So many, in fact, that you can work your people endlessly.
  22. 22. 10So spend lots of timeon it– at the expenseof “real work”– and then bill them.
  23. 23. 10So spend lots of timeon it– at the expenseof “real work”– and then bill them.

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