Management Case Study

The Whole Picture

2009-05-29T16:01:00.002+05:30

Impressions are formed over a mug of beer, in PG accommodations and in malls. At any given time your employees know what benefits the other companies provide to their employees. Selective memories help. Only the benefits that the others give (and you do not) is retained. SO much for your coherent and directed employees benefit policy.

You know that other companies have some policies that are better and other that are worse that your own. You try your best to ensure that your employees are given the best facilities - within constraints. You have always hoped that your employees realize what you try and give them and they, in turn, would deliver so that both the company and they grow together.

But your employees always seem to be dis-satisfied. They want more. How do you formulate a employee-friendly policy that makes them happy? How do you make the all-knowing employees that grass always seem greener on the other side.? How do you make them see the whole picture?

What do you do?
What do you do?

Entering Sideways

2009-04-03T06:45:00.001+05:30

By policy your company inducts only freshers. Lateral induction is discouraged. Loyalty is rewarded and all higher posts are filled from within. Till now that is.

Things are about to change. You think your company is on the verge of a rapid growth and to take-off you will have to resort to lateral induction.

You are now faced with a dilemma. If you resort to lateral induction, will it discourage the employees who have worked so hard all these years to grow within the company? The promotions that they were looking forward to is now suddenly filled up by 'outsiders'. You are afraid that the logic that growth will create more opportunities within the company may not cut ice.

There is another issue that is troubling you. The company has a culture that is maintained largely due to the fact that freshers can be molded and made to fit. With positions at senior levels filled by 'outsiders' who are not indoctrinated with the current company culture, you may land up with more human issues.

What is your take on lateral induction?

What do you do?
What do you do?

Maintaining pecking order

2009-04-01T20:30:00.001+05:30

This post discusses the case study Respect Is Commanded Not Demanded

Your need to maintain a pecking order comes from your desire for control. Which may or may not be such a bad thing. Depends on the context. But before you decide what you need to do about your direct reports jumping over your head to talk to your boss is to think through your own behavior.

The questions you need to ask is as follows:

a) Do the people who report to your direct report jump over their heads to talk to you? What happens when such a thing does happen? Do you ask them to first talk to their boss before coming to you? Or do you have double standards?

b) Why are your direct reports jumping over your head? Don't you generate enough confidence in them that they could talk to you without fear? How open are you to their suggestions?

c) Why did you go to your boss to discuss this problem? Shouldn't you be talking to your direct reports instead? Could you not open up with them to tell then what you feel about it?

d) What is wrong with open door policy that your boss follows? How is it harming you? Other than your hurt ego? Does it actually help the company? Perhaps your subordinates can let out steam and your boss is actually acting as a safety valve. Is this culture actually detrimental to the growth of your company?

Only after you have introspected on the above set of questions can you build up a case for or against the prevalent culture. And why is that you do not have the relevant information? If your ears are to the ground you should know exactly what is going on.

By the way, your boss is right: Respect is indeed commanded; not demanded.

Daughter's Birthday or Project Telecon?

2009-03-30T19:30:00.001+05:30

This post discusses the case study: Two World Theory.

The flavor of the season is the work-home balance. However, at times it is a compromise. You would feel absolutely guilty when you see your daughter's sad eyes when you go back home. On the other hand you will kick yourself for not able to get that next project. And 'money is not everything' is easier said than done. It might not just be your money on line. It is the only chance you have to realize a prized dream of yours. Tough!

The easiest solution to this is of course have a three-way telecon linking your house, office and customer. That is so cool! You get the best of both worlds then. Need to plan for it.

But there are other important issues. Why is that your deputy cannot handle it? Are you not confident enough? I am sure you both would have discussed this project -as important as it is - umpteen number of times, weighing in options, chalking out strategies. Why can't she handle it? Besides, she is sure to understand the importance of this telecon. Haven't you tried out her communication skills in other less-than-critical telecons? If not, why not? When will your deputy take over so that you can move onto to more important aspects of business?

Confidence does not come by emulating. It comes by actually rolling up your sleeves and dirtying your hands. If you had trained your deputy to handle sensitive telecons in your presence, today she could have filled your place in the telecon. Customers are humans too. They understand what daughter's birthday means. Having a deputy who can handle the situation as well as you do also improves the ccustomer's confidence level for you. If you had to skip your daughter's birthday to attend this telecon, does it mean you have no one else to handle the project? How deep is the team's strength in that case? These questions will come up in the customer's mind.

What? Your deputy is capable. Congratulations! You can enjoy the best of both worlds. In any case, do not forget to install a telecon facility at home. You never know when it would prove handy.

Solutions to Problem: Having a Selection Criteria

2009-03-30T08:08:00.005+05:30

This post discusses the case study, Choose Between Two Corrects.

Actually this was a trick question. The solution lies before and not after the fact. If you expect more than one solution to a problem - and it is very likely that you will have more than one solution, even if only one person is assigned the task - you never decide on the criteria after the solution is presented. Rather you must - must - always decide on the selection criteria before. In fact, whenever possible you should also make the selection criteria open. This helps in getting better solution. Always.

What if all the solutions presented meet the selection criteria laid down? Congratulations! You have a great team.

Is your team bored?

2009-03-29T19:17:00.004+05:30

The human mind has an amazing quality. It gets saturated faster that you can spell s-a-t-u-r-a-t-e-d. This, of course, is why humans progress. The search for new and exciting drives the invention machine.

However, as a Project Manager you are sick and tired of this constant need by your team members for something new. Just when you think your team has crossed that learning barrier you find your team members uneasy and bored. They wish to work on a new project to learn something new. This improves their marketability, or so they think. You on the other hand, try and explain them the advantages of core competency and focus and how the learning curve works.

How do you balance the two forces?

How do you keep the team motivated and accrue benefits of the learning curve?

What do you do?
What do you do?

A Manager's Worth

2009-03-19T18:48:00.005+05:30

You come back after a 15-day holiday and you find your organization was running smoothly. As if your presence or absence does not make a difference. That makes you happy because this is what you have been working towards: a decentralized organization and a bunch of section heads who are very responsible. This goes to show that you have chosen the right people for the right job and that you have delegated your work superbly.

But at the same time there is a tinge of disappointment at the back of your mind. You wish some one would miss you ... some one would say that the office is not exactly the same without you. You brush it off and ascribe it to your ego.

However, there is this important question that you need to address: what is the value you add to the organization? Or more broadly, how would you measure the worth of any manager? Managers after all do not produce any thing?

What is your answer?

Dilemma of the first job

2009-03-18T08:54:00.000+05:30

You are young, ambitious graduate. With dreams in your eyes to strike it big. Eventually.
You would like to make a dent in the world, like Bill Gates, Steve Jobs, Sabir Bhatia, ...
But first you need to make a beginning somewhere. You have offer letters from two companies.

One, a big multinational at the cutting edge of technology (or so they claim). This company will give you a wide experience should you decide to stick on with them for some years. As a consultant you will be exposed to various technology and different companies. They have one of the best training program that you are aware of. The idea is to learn as much as possible. Get relevant experience. Develop network and then start you own company. "Join us," says the HR, "and taste the cutting edge."

The second offer is from a start up. They have a lot of promise though they are fledgling now. They are extremely focused in their domain. As with all start up there is no job definition, no training program of any repute and no organization structure. In your job interview, you thought you saw the General Manager carry a box full of stationery. The HR promises growth and says, "grow with us."

Which of the two companies will serve as an ideal spring board for your dreams?
Which one would you join?

What do you do?
What do you do?

Bigger the better?

2009-03-17T07:00:00.002+05:30

Your biggest customer has come to you with a request. He has a project that needs to be completed in quick time. Unfortunately you are packed. All your people are in one project or another and there is not much scope to maneuver. Taking people out of one project would mean delaying that project. Taking on this new project would mean sacrificing at least two ongoing projects.

You stake your reputation on on time delivery every time.

On the other hand, you do not want to upset your single biggest customer. You are afraid they may move to some other supplier.

What do you do?
What do you do?

Management Techniques To Chew On

2009-03-16T07:36:00.001+05:30

Continuing from where I left yesterday ...

Most of the management techniques we learn by absorption. Our past and present bosses teach us what to do. We subconsciously absorb all. And why? Because somewhere deep within the actions taken by your bosses resonates with your thought. You are also impressed by the results that flow from the decisions that they take. Or perhaps you are in awe of your boss and s/he just can't go wrong. So, slowly but surely you firm up your management techniques. In other words you become a clone.

How does one break away from this cloning process? By understanding that we can also learn not only what to do from our bosses but also what not to do. You may or may not be in a position to question decisions taken by your boss, but surely you can decide which decisions make sense. Surely you can also decide that even if a decision made lot of sense, it made sense because if the context and not because the decision per se.

So there we have it. We learn by doing what is correct and also learn by not doing what is not correct and also by understanding the context in which some management techniques work and when it does not.

Just so that you get a flavour of what I am talking about, here are a dozen of tongue-firmly-in-cheek (or not) management techniques for you to follow: I am a bad manager. Let me know what you think of these.

Actions Speak Louder Than Words

2009-03-15T06:03:00.002+05:30

This post discusses the case study, First Among Equals.

It doesn't matter what you say. What matter sis what you do in the first few months of your new job as MD.

Speech does not work. Actions do.

Here's what I recommend:

1) List out your management techniques (some call it principles).
2) List out your job description.
3) Map your job job description to the principles.
4) If there is no match in some cases, either modify the job description or add techniques.
5) Stick to the techniques, but keep your eyes open to see what is working and what is not. (Caution: Be flexible to change, but do not change your techniques too often)

What?
You do not have a set technique / principle?
How did you become an MD then?

Project Resource Planning

2009-03-14T08:09:00.001+05:30

This post discusses the case study, Bird in the Bush.

Resource planning of a project often makes or mars it. Please do not take a decision whether to do a project or not based only on the total strength required for the project. I use a spread sheet to plan my resources, though something like MS Project is equally helpful.

I find XLS useful to draw a Gantt chart. List the projects - current and expected - and draw a bar in front of them to make a Gantt chart. Then in the cells that is covered by the schedule bar, fill in the number of employees you will require for that period. Once you have this in place you can very easily figure out the human-resource requirement for a given period. Suppose each cell represents a week. Clicking and highlighting on the top of the week gives you the total strength required for the entire company. So simple.

Now, once you have the Gantt chart and the human resource requirement with you, you should be able to make a better judgment of whether to take on a new project.

The situation in the case study being discussed is not new. You always need to juggle with resources. And I am not talking of human resource alone. You may be in the position to employ 50 employees who are on bench, but should you do that? What about tool constraints? Do you have enough licenses? Communication is a major problem in a big team.

Taking a decision is never easy. But putting all your options on a spread sheet will help. You will also be in a position to negotiate with the customer. Schedules can be stretched, you know!

One last thing. Refusing a project that is available is foolishness. Especially if your engineers are on bench. In business, especially in business, a bird in hand has more value than the the bird in the bush. But be prepared to handle more than one bird, should all the birds come to your hand. That's what planning is all about.

Software Problems - When You Get Stuck

2009-03-13T07:32:00.004+05:30

This post discusses the case study Software Is Not Like Making Shoes

Actually it is like making shoes. At least it should be. It is called software engineering, isn't it? And it is definitely not Research and Development. Managing R&D is an entirely different ball game.

If your design team is unable to progress, than 9/10 they are doing it wrong. In engineering, you use elimination method to detect what the problem is. Eliminate the issues that do not pertain to a problem and you have what requires to be addressed.

But more importantly, what is your role as a Project Manager in this situation?

1) It is necessary to set priority. Get involved in the team's effort. You may or may not be a technical person. But ensure that the team understands that you are as much into it as they are.

2) If you are involved in the team's effort, you will notice that their effort, at times, goes off in an tangent. Stop your team to go on their own voyage of discovery when there is a problem to be resolved.

3) Get the team to list the probable cause of errors - as they understand at that point in time. I like to have a white board on which the points are clearly written down. Once the points are listed, periodically - ideally early morning - sit with the team and address progress on those points. You may have to add points.

4) Ensure all members of the team do not address the same point. Use the white board to list responsibilities against each point.

5) Sometimes it is a good idea to stay with the team late into the night, if they are doing so. Apart from bonding, you will also notice how effectively they are working to solve the problem.

6) Realize that monotony and frustration can set in if a problem prolongs. Step in to give breaks as and when you see it happen.

7) Always, always, involve the customer. Hold regular teleconferences and send regular - daily, if agreed to - status reports.

Managing Risks Beyond The Obvious

2009-03-12T19:06:00.003+05:30

This post discusses the case study Food Poisoning Ruined The Project.

I wish I could say it is not your fault that the employees fell ill; that your boss is behaving as if she never faced any problems; and that the customer is not accessible when there is panic. But it is. Really.

That is Project management for you. It is your responsibility to see a project through on time, if not before. Now here are a few tips that can help you to avoid such a situation.

1. The most critical resource in your project is your team. Whenever I see a person of my company eating at a joint and if I think the joint may not be that healthy, I make it a point to tell my engineer to avoid eating there. This may look like interfering outside the office premises, but to me anyone falling ill is within the scope of my project management.

2. Share all your risks with the customer, but more importantly, your team and your boss. Thay ensures that there are no surprises.

3. If you do not have a buffer (in days) on your hand your project management techniques are poor. Unplanned non-availability of resources is a standard risk. Your mitigation action may be anything, but your contingency action is generally a buffer.

4. Before the start of the project, you need to establish a protocol with the customer. How can I contact you in case of emergency? Can I call you on your cell phone, if I really need you? Here is my mobile number; feel free to call me at your convenience. If you are not available, who can I get in touch with?

Even with all risk management and project management, you will face such occasional disasters. As long as you keep your customer, team and boss in the loop from the beginning, you will find them more sympathetic and responsive.

Determining Responsibility

2008-12-18T12:01:00.002+05:30

This post discusses the Case Study: Who Is Responsible

I would like to say 7/10 resignations are because of bad immediate boss. But I have no statistics to prove it. When dealing with any situation, seat of the pant estimates or feeling doesn't work. In any case I am not big believer of exit interviews. They are supposed to provide truthful information. The logic being the person who is leaving has no axe to grind and so hopefully will provide you with the true state of affairs in the company, from his/her point of view, in any case. However, there is another factor to be considered: unless the person who is leaving the company is absolutely agitated, s/he would like to leave the company in as pleasant manner as possible. So the first advise is that do not get over exited with what you hear at exit interviews. I am not saying what you hear at exit interviews is incorrect; only that it may not be the whole truth.

And in any case, why wait for the exit interviews to get information. It is necessary to establish processes in the company so that grievances could be aired by employees before it is too late. The HR performs a vital role here.

Coming back to the case study, before calling the Project Manager for discussion, there are a couple of quick checks I would do.

Who are the persons who are submitting their resignations?
How many years of experience do they have?
How recent is this phenomenon of resigning? Did this start fairly recently or has been happening for some time now?
What sort of skill set is going out of the company?
Are they easily replaceable?
Are these resignations really damaging your company?
Where did they stand in the

Next I would also talk to the employees who have not resigned. (This needs to be done keeping the Project Manager in confidence. Inform him that you will talk to some members of his team and that the summary will be shared.)

Why are they still with us?
What changes would they like to see?
What is the impact on them of such resignations?
In their opinion what could change. (Don't put words in their mouth).

I have just listed a few questions of the many you should be asking.

Now that you have enough data sit with your HR and PM to understand the data and come to conclusion. It is bad idea to confront your Project Manager. Always find solutions WITH him/her. Sift through the data to get information. The convert information into actionable steps. Since you and your PM are in a problem solving mode - together - chances are that the PM himself/herself will address his/her behavioural issues. If not, then emphasise the importance of short-term versus long-term goals of the company. Getting a project done on time is short term. Retaining skilled employees is vital for long term.

Finally share the information and actions with all other Project Managers and all employees. This is very important.

Now, what if shove comes to push. You may have to tell the PM to modify behaviour. That is perfectly fine. Provided you have enough data to put it across. Sitting on judgment based on one exit interview is not enough data.

Should Food Poisoning Be Allowed To Ruin The Project

2008-12-14T18:03:00.004+05:30

In the case study Food Poisoning Ruined The Project I presented a scenario where a single event disrupted a project.

But was the Project Manager at fault? Let us examine.

In my mind, the PM has only one job - Risk Management. Rest are all supporting activities. A conscientious PM thinks of risks to his/her project all the time. This is precisely why Project Management is a full time job. You cannot say, I also do project management.

There are only two parameters that any project should be evaluated against for success - (a) completion on time and (b) within budget. (Why am I not including quality as a parameter? I will get back to this sometime later. Some other post, perhaps.) Risk management has to ensure that all that which stops the project from achieving the goal is either eliminated or the effect considerably reduced. Not to anticipate your team members' sudden absence should be anticipated, particularly if the team member is critical. What mitigation action has to be taken for a given risk is, of course, context specific. There may or may not be a mitigation plan also. In those cases you accept the risk and its impact.

However, merely planning risks and the mitigation actions is not sufficient. The risks need to be communicated to all stake holders. (Stake Holders = all players who are effected positively or negatively by the project.) And regularly. Why regularly? Not because they care a damn about it - some do, but most don't. It just tells them that you are at the top of your job. You see, Project Management like all other aspects in like if a lot about posturing. When people see or think that you are diligently looking after the project, any unfortunate event will not result in a sharp reaction.

No one in their right mind can anticipate half the team falling ill at the time of delivery. But if you have communicated regularly to your stake holders, have mitigated all risks till now and have been meeting mid-term goals of time and cost, most customers and bosses are quite sympathetic and will even suggest a way out.

But what about this particular case. I would turn to the team. Of course, depends on how you have been handling the team till now. Have you taken the team along with you so far? Have you been fair with them? Do they consider you their leader? Opening up to the team and asking for solution is always a great approach - not too frequently though! The team might want to consider working round the clock. After all only two days are left. Once the team has committed itself, ensure that you are around. If they are working round the clock, you need to be there too. Not just to show (again posturing) that you are one of them, but also to ensure that the team gets adequate breaks, good supply of food and drinks (Not alcohol. That can wait) and generally ensuring that there is no breakdown of procedures (the desire to take short cuts at times of stress is great). Also keep the customer in the loop. Send him an e-mail (with a copy to your boss) telling him/her exactly what the team is doing to ensure successful completion of the project.

Remember! Golden opportunities arise from the darkest of hours

First Among Equals

2008-12-11T16:56:00.003+05:30

You have waited for this moment for the last many years. All your hardwork has finally been rewarded. But instead of savouring the moment you are uneasy. In 15 minutes time you have to chair a meeting - your first as the MD of the company - that you have called to address your direct report.
You direct reports are your former peers. Your families have been freinds for some time now. You would like to keep the professional life and social life in water-tight compartments if possible.
You know that you deserved this promotion, but do they feel that way. You need to establish in today's meeting that you all are part of the same team working towards the same company goals; only that the roles have changed. And your role requires then to report to you. You need to tell your former equals that they need to help you take decisions. At times you will have to take decisions that will bitter, but they need to realize that at your position you sometimes need to take it on.
But most important you have to bring in the changes that you wished to bring in since ages. For that you need to carry them with you.

Will they agree?
Will they understand?

What do you tell them?
What do you do?

Salary Carrot Or Compensation

2008-12-08T18:56:00.001+05:30

A subordinate comes to you and says the reason I am not able to give my 100% to the company is that I am not paid as much as I deserve. You think this philosophy is opposite of what it should be. One should get paid based on how s/he performs, and not get paid and then perform. On the other hand, higher pay could act as an incentive to bring out the best in people.
Who is right? Your subordinate or you?
Is salary a carrot or a compensation? Or both? Then how do you peg the salary?
Or is salary driven entirely by market? If your competitor can afford more salary (all things being equal) you match it.

You need to answer your subordinate so that he goes back satisfied and gives his 100% to the work.

What do you do?

What do you do?

Your Successor

2008-12-06T04:26:00.001+05:30

You are responsible to select your successor as the General Manager of the company. There are 3 possible candidates:

Ms. Shalini - Intelligent. Very sharp on the uptake. Head Strong. Aggressive. Very dedicated. However, she is very critical of the present management and often has been heard (by others) griping about the facilities provided to employees by the present management (i.e., you). You tolerate her because she is good at her job. You feel that she lacks the bigger picture and that is the reason of her gripe. She is also not very popular with her peers (you think that is because she is a women and the others - males - feel threatened by her aggressiveness and intelligence.)

Mr. Jaimal - Hard task master and gets work done. Very blunt and rubs people the wrong way. Lacks finesse. Does not suffer fools gladly. You feel that he could do well if he takes into account different perspectives. His biggest asset though is his willingness to take on the unknown. A few years ago, you had seen him take on a task and you were quite sure the project would be a failure or at best a partial success. He surprised you and everyone else.

Mr. Purushottam - Mr. popular. Gets along with everyone. The walking help desk. Respected by all subordinates. But you feel is a bit of a softy. There were occasions where you would have liked him to be firm and taken a stand. But instead you found him taking the middle path. But of the three, he is the one with the broadest perspective of issues.

All three are very capable in their own way and you would not like to lose any, if possible. But you have to choose one. How would you go about picking up your successor? Who would you choose?

What do you do?

What do you do?

Of Fishes and Ponds

2008-12-05T04:23:00.000+05:30

You are a PM of a Multi-National Company (MNC). You are top notch and valued for your skill. Your reputation spreads and you are considered a bright spark in the MNC. But recently you got a call from your old friend and he has a fantastic offer for you. A start-up would like you as their General Manager. You are obviously flattered and though the new offer represents an increase in stature as well jump in salary, you are hesitating.

Is it a good idea to join a start up in the current financial crisis situation?
More importantly, what do you prefer" To a small fish in a big pond or a big fish in a small pond?

What do you do?

What do you do?

Choose Between Two Corrects

2008-12-04T03:23:00.001+05:30

Two members of your technical staff have submitted solutions that are totally different from each other's. Both have their merits. You need to make a decision to choose any one. Both members are hyper-sensitive and would demand a reason for rejecting their solution. But a choice you have to make. What criteria do you apply?

What do you do?

What do you do?

Interfering Head Quality

2008-12-03T03:22:00.001+05:30

The Quality Head of your company used to be a good technical person. Some time ago, he chose to move to the quality department as part of a reorganisation. However, old habits die hard. Every once in a while the desire to contribute technically resurfaces. The opportunities are always present. While doing a quality audit, he branches off into technical details and at the end of the hour-long audit he ends up changing the design or shredding the requirement or modifying the code. Your technical staff have been complaining, but you let it pass since this guy has immense experience and any technical suggestion cannot be taken lightly. But now it has come to a head. Your technical team has refused to submit to be audited by him. While you do not want to lose out on his experience, the work must go on.

What do you do?

What do you do?

Diversify Or Not

2008-12-02T15:21:00.001+05:30

SACC is a 5-year old company. It serves a very focused hi-tech domain and has developed expertise over this domain. However, the domain is growth-constrained. Growth is certain but slow. Due to lack of rapid growth, you are unable to retain your employees. You see an opportunity to grow in a related field when the present financial crisis hits you. The credit required for branching out has become expensive and the customer assures of you of work but is not willing to commit. The employee turnover also has reduced due to the crisis. So the near term problem is resolved; but in long term you know that you need to diversify. But without a customer in hand you do not wish to invest now. Not acting immediately may haunt you when the present financial crisis disappears.

What do you do?

What do you do?

Promotion List Announcement

2008-12-01T03:21:00.001+05:30

The grapevine has just given you the news that 5-6 engineers of your software company are likely to resign. Going by past experience there is a 50% chance that the news is correct. You are aware that there are some promotions to be announced shortly. Since you do not know who is likely to resign, announcing the promotions can go have any or all or more of the following impact:

a) Those who are in a dilemma to resign may actually resign if they do not find their names in the list.
b) Those who wish to resign will take advantage of the promotion letter and use it as a bargaining chip at their future company.

c) Those do not find their name in the list will accuse you of neglecting the loyal employees. "Why give promotions to those who leave the company?"

d) Those who do not find their names in the list will try to get a job (the other company is recruiting, remember?) and leave.

Delaying the announcement of promotion list will only indicate that you do not want to take tough decisions. Besides, those who are deserving will get demoralise.

What do you do?

What do you do?

The Journey Or The Destination

2008-11-30T10:05:00.001+05:30

Your Project Manager (PM) frequently bends quality procedures. But she does a great job. The Quality Head is peeved. He demands adherence to procedure. "Such non-adherence to procedure is not good for the company in the long run. Besides, when there is an external audit, we will all be in trouble," He says. You understand his position. Quality Procedures are there for a purpose and they need to be followed. But you also know that the customers are extremely pleased with the PM. The PM thinks that the quality team does not understand the pressure that the project team works under. "Such minor deviations should not be made into a big issue. Software is not like production." she feels. How to do you ensure that work gets done and procedures are followed.

What do you do?

What do you do?

To Do Or Not To Do

2008-11-29T10:04:00.001+05:30

You have completed your delivery of all software verification results. It is late Friday evening. Weekend ahead. Time to go home after a satisfactory day's work when your colleague comes in and tells you that one of the deliveries has a defect. It is not so obvious but if someone were to audit it they would find out that there has been an error on our part. Your first reaction is to find out who screwed up. But then you rationalise: "The defect is minor error in the test result. The product has no defect. It is unlikely that this unit will be picked up for audit. Even if it is picked up you can always apologise and fix it. Or you can come back on Monday and fix the small problem and then inform the customer. All the engineers are gone. You will have to call them. They have worked very hard and they deserve their weekend." But at the back of your mind there is a small tussle going on: "If the customer catches this, he might suspect that we have done a bad job. They have pointed out similar errors in the past and we had promised them that similar error will not occur."

What do you do?

What do you do?

Two World Theory

2008-11-28T10:04:00.001+05:30

You have an important telecon with your overseas customer today. You have politely tried to postpone (or even advance) this meeting, but the customer insists that this is the only slot available when all her relevant people are available. The next available date is a few weeks down the line. God knows! You need this project. Unfortunately, this also happens to be your only daughter's birthday. You know you cannot miss that. You would love to be at the cake cutting, but you also need to be at the telecon. Your deputy can handle this but not your presence will guarantee the project. And you cannot be at two places at the same time.

What do you do?

What do you do?

Respect Is Commanded Not Demanded

2008-11-27T10:03:00.003+05:30

Your boss encourages your reports to walk in and discuss any issue with him. So, often you find he has information that you do. Besides, you do not like the idea that your reports jump over your head. To be fair, your boss tells you everything that is being discussed in your absence. He also does not take any decisions without your concurrence. But you feel that because of this culture, your reports respect you less. When you take up this matter with your boss, he says, "respect is commanded not demanded." You need a good argument to counter him.

What do you do?

What do you do?

PS: My views here:
Maintaining pecking order

Bird In The Bush

2008-11-27T09:43:00.002+05:30

Your company is suffering the pains from the economic slow down. Engineers are on the bench. An existing customer offers a two-month project. The project will cater for all the engineers on bench. However, the revenue is likely to be less as the customer needs to cut down cost - in fact, the job is offered only if you cut down costs significantly. You might just be able to break even.

There are indications that a big project might come your way in a months time. This is from a new customer that your marketing team has been pursuing for months.

Will you do the 2-month project? What about the (possible) opportunity cost? Or is a bird in hand better than two in the bush?

What do you do?

What do you do?

PS: My views here:
Project Resource Planning

Software Is Not Like Making Shoes

2008-11-26T10:06:00.003+05:30

Your team has been struggling for weeks with no solution in sight. The software seems ok. The HW is perfect. But the software is not behaving correctly in a particular mode for a given set of condition. The team is working day and night. Being a good PM, you have ensured that the customer is in the loop. They understand the situation but need the software the following week. You get a call from the customer. You explain the problem but they make it clear that it is your baby and that it is your responsibility to deliver the goods. You talk to the team. They say that software problems are like this. The solution may be trivial but it takes time to figure out what is the problem. This is not like making shoes. This is software. You need the team to kill the issue. The team is getting tired. They think this could be a problem that cannot be solved. The customer is acting difficult.

What do you do?

What do you do?

PS: My views here:
Determining Responsibility

Who Is Responsible?

2008-11-26T10:02:00.003+05:30

Your Project Manager (PM) is extremely efficient. He always delivers on time. The quality of his team's output is always appreciated by the customer. However, at the end of the project, he always loses people. Invariably 2-3 people turn in their resignations. You call your HR and discuss the findings of the exit interview. Seems like your PM is a hard task master. And your employees feel that for the same effort they put in here, they can better rewards elsewhere. A little digging and you get to know that in some cases the people who have left your company have actually joined another company as the same salary or even lower salary. You decide to attend the next exit interview. As expected, there is one soon. This is what the person who has resigned has to tell:

"I have no complain against the company. I have learned a lot. In fact the PM has given me lots of opportunity to exhibit my skills. I was given enough responsibility. This has been a long project and I am exhausted. My life outside the office is in a sorry state. I spent most of the weekends in the office. I would like to take a break. My friends in other companies work less and get better paid. In addition, they (meaning the company where he is joining) has promised me an abroad opportunity and a promotion. Your company is great for learning. But not for growing."

You call for the Project Manager. He has a simple answer, "I do my job. I get the work done. It is the responsibility of the senior management to retain people. I cannot ensure growth. That you need to take care. In any case, the other company knows that we train good engineers. Our people are in great demand outside."

You point out that the resignations are by and large from his group. The PM just shrugs.

What do you do?

What do you do?

PS: My views here:
Determing responsibility

Food Poisoning Ruined The Project

2008-11-26T10:01:00.002+05:30

You are a Project Manager. You have a tight schedule. Seven people are working on this project. There are two days left for the last delivery. This morning when you came in there is a disaster waiting for you. Three of your project team members have reported sick. Turns out that they had gone to a nearby restaurant and this seems to be a case of food poisoning. With your project in crisis, you turn to your boss. In stead of being sympathetic she tells you that as a project manager you should have catered for such risks. She asks you to handle the situation. "We all work under constraints," she say. You know that the remaining team members cannot take the additional load. You contact your customer and he is not available. He has been reminding you over the complete duration of the project that a slippage is unacceptable.

What do you do?

What do you do?

PS: My views here:
Should feed poisoning be allowed to ruin the project

Managing Risks Beyond the Obvious