Corporate phrase: “Thin Mint”

Explanation:

This is a management strategy used mainly against people that provide deliverables such as developers.

It’s a two phase strategy.

The first stage is to ask about a largish deliverable, one that might take a full sprint (2 weeks) or more and to get a firm completion date on it. When the developer/resource gives that date as an honest answer based on 100% of their time being dedicated to it, write that down, write it in stone.

Then later on, even in the same planning meeting, ask for a much smaller deliverable, suggest a much shorter delivery date “as it will only take a sec”, But crucially don’t mention it in context to the larger delivery already promised.

Keep doing this until the developer massively over commits, but in a way that you are not to blame as you asked them in the hearing of others on a meeting.

This is a classic old school dirty trick for those who care far more about project plans than deliverables, and originally came from the Mr. Creosote seen in Monty Python’s the meaning of life.  

 

 

Disclaimer: As always these posts are not aimed at anyone client or employer and are just my personal observations over a lifetime of dealing with both management and frontline associates.

Management Nugget No 16: “Know your deliverables”

“A completed project is the deliverable, not a completed project plan”

Explanation:

One thing that affects larger projects and particularly affects a number of project managers who tend to think about the organisation of a project rather than the project itself. Is that people lose sight of what actually constitutes a deliverable, and therefore you end up spending a lot of time actually delivering to the organisation of a client or company, when that is not a genuine deliverable,  1

The easiest way to see this in action is on project plans with particular reference to delivery dates. while the dates are important milestones, they are only important in respect to the information they provide to other parts of the project, for example a financial audit or arranging a training company or what ever, and unless they are backed up with solid logic and delivery foundations you are building a house of cards, be very very wary of people who want a delivery date based on a guess just so they can fill in a plan.

However the important part of this is to make sure that delivery capable people, such as developers, or business analysts do not spend excessive time doing this, such time is lost time to the real delivery of the project, if a PM needs such dates then they should be the person working them out not transferring this difficulty to someone else.

Disclaimer: As always these posts are not aimed at anyone client or employer and are just my personal observations over a lifetime of dealing with both management and frontline associates.

  1. A Genuine delivery is one that either saves/makes money for a company or materially effects its place in the market place[]

Corporate phrase: “Silo Guardian”

Explanation:

Someone who works in a massively provincial or localised way, resisting any form of globalisation or integration with other systems, such people have often been burnt by previously failed global projects or are just protecting a job, not necessarily evil and often quite talented, just resistant to any change. Sometimes called a “Smaug” Disclaimer: As always these posts are not aimed at anyone client or employer and are just my personal observations over a lifetime of dealing with both management and frontline associates.

Why do a Role?

Why do you do a job role?

This is something that I had a pat answer for many years ago, it was a tripod of reasons I was once told by a contractor.

  1. You do it for money.
  2. You do it for the CV.
  3. You do it because you enjoy it.

You aim for all three of these. You settle for two and you leave at one.

While this logic worked when life was black and white, time and experience seemed to make it seem overly simple, but when you get right down to it, is it? You might have to amend the tripod legs a little bit to make them a bit more comprehensive, but it might still apply. So let’s go through them one by one 

“You do it for money”: Well what do we mean by “Money”, do we mean the market rate?, do we mean enough to retire early?.

Thankfully in the job market there is actually a good general definition for this kind of thing, it comes from a number of the big tech companies, and that is when you pay a resource, you must pay enough money so that they don’t have to think about money day to day, it might not be heaps and heaps, but it’s enough so that people are not distracted from their job by external money problems, doesn’t worry about holidays, does not become worried in the week before pay/invoice day, this will be a balancing act as such an amount is normally above the base market rate that HR and finance use, so as a manager if you are trying to achieve this with your staff members you will have a never ending battle.

“You do it for the CV”: This one is the one that needs firming up the most, because “good for your CV” defines a lot of things, are you at the beginning of your career and just want to bulk up your CV to make it useful, or are you thinking of moving into a specific region or market, I have found through 25 years of being in the corporations and particularly in corporate IT, that about five years is about as far ahead as you can think. Technology changes so much that it’s best not to get bogged down in one year, as you learn a lot of stuff that will die (even if that might show you are cutting edge), But thinking of more than five years and the whole world can change. So, go for that. Think of what this will do for you in the range of two to five years. Finally also think If you have to delete this role from your skill set will that be doable, Some skills actually prove to be toxic to your end CV, or removed for another reason e.g. you did some work for a Government agency. So if you’re going to take one of these on purely for the money, then can you afford to take it off afterwards? 

“You do it because you enjoy it.”, This one is the most subjective. It might seem like you enjoy something, but it might actually just mean the work itself. You might find it technically challenging or socially challenging, but do you genuinely enjoy it as a whole? are work politics toxic?, are there some days you enjoy far more than others, when some people are on holiday is the job much much more fun, on this I think you are going to have to go with an average, and if that is tricky, think of what you feel like when you come back to it from a weeks holiday, are you keen to get stuck in, or are your dreading one part such that it overshadows your whole work.

 

So to me, it DOES seem the tripod, the old contractor way of working things out, still holds true in a more complex time and setting, But you need to think a little bit more about each leg before you make your decision.

For example, enjoyment might not be pure job enjoyment. It might be a case of you are there because a particular person is also there, who working for makes the whole thing fun, if you remove that person is it still fun, look at the company. Is this an enjoyable company to work for. work through each of your legs and try and find a job you genuinely find worth your time and energy.

Corporate phrase: “Dr Jones”

Explanation:

This is a “phrase version” of this post  A “Dr. Jones”, is a term taken from the fan theory for Indiana Jones and the Temple of Doom, In that Indiana Jones makes no difference to all the key ending and deliverables of the movie (Ark gets found, Nazis all die, etc etc) and all he does is make a mess and a lot of pointless noise, this matches a set of managerial behaviour, that even after causing lots of activity and running around nothing useful or helpful happens. An example of this would be if Person “A” had been asked to do a task by a manager but they are busy, they have stated to said manager they are busy, and will deal with the task in a day’s time. That manager might not accept that, he will then escalate to a different manager, who will then allocate it to somebody else who they think might do it. That individual will then go back to Person “A”, as in reality they are the quickest way to get the job done. Person “A” will do it within a day and the net result will be just as if the manager had not escalated. Because of that escalation, It has required about three people’s time for a total of an extra three to four hours worth of effort, meaning that the manager has actually done nothing productive and it’s only wasted people’s time. I always think of this as a less irritating form of “seagull managementDisclaimer: As always these posts are not aimed at anyone client or employer and are just my personal observations over a lifetime of dealing with both management and frontline associates.