Eric SimmsSenior Program ManagerBaltimore, Maryland, United States
No. This happened to me just yesterday with a new project. The first thing I do is write a business case for the project (since one usually doesn't exist in my work environment). Saving Changes...
Joshua RenderProduct Owner| CognizantHarrisville, Ny, United States
I try to. Probably most of the time I do.
Usually, some of the requirements within I don't understand why they are needed. That pretty much seems a given that I don't understand the need of some requirements. Saving Changes...
Christine KeoghProject Change Manager| Royal Victoria Regional Health CentreBarrie, Ontario, Canada
I learned early in my PM career that it is essential for me to understand the why. In my particular case by the time I dug in and found the answer and was able to end the project a significant amount of human resources (IT, Informatics, Subject Matter Expert etc.) had been wasted. Saving Changes...
No - but this is why it is critical that a PM seeks out the sponsor and any senior stakeholders involved in the development of the project's business case to get this clarification.
If the PM doesn't know why the project is important, how can they possibly inspire their team to work on it?
Kiron Saving Changes...
Justus NScrum Master| BCBSTXArlington, Tx, United States
Yes, majority of the projects i have been assigned to have a business case and have gone through a review and selection process.
However, this wasn't the case at my former employer and as a result there was a project that was ongoing for 8 years(software development) sheesh! they eventually killed it and went with a vendor product. Saving Changes...
Dinah YoungProject Manager / Software Asset Manager| Prince William CountySpringfield, Va, United States
For the most part I do. Every now and then we get one of those "vanity projects". Some executive wants a project because it sounds cool. What ends up happening is it is delivered and they never use it because it did not make sense. The last time it happened, it was my CIO wanting an application that will help him track activities in the department. I knew it was not going to work. No one else wanted it which means no one else would use it. We had to do it anyways and it is now sitting on the scrap heap of wasted projects. This is one of the reasons that we are implementing a PMO. To ensure projects make sense.
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1 reply by Eric Isom
Jun 28, 2018 1:16 PM
Eric Isom
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Similar to vanity projects, I've also seen project sponsors who continue with a project that doesn't make sense in an effort to avoid the embarrassment of a failed project.
Not "always", but most of the time. It kind of helps to understand the why before you tackle the what and how. Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
It was b/c of this that in my last position I instilled a formalized intake process to avoid this type of scenario - not understanding the why of a project. Too often work is pushed with no business justification, vetted value, and/or strategic alignment. This is not just beneficial to the project manager but to the entire team, and organization. Saving Changes...
Anish AbrahamPrivacy Program Manager| University of WashingtonAuburn, Wa, United States
I think most of the time I do, but there were instances where I had to clarify with sponsor and key stakeholders for business justification. Saving Changes...
Roy LlamasProgram Manager| Northrop Grumman CorporationMadison, Al, United States
No, not always immediately (but usually eventually).
I have high level business drivers, create a scope for approval (internal customers) and gather requirements. I am not always privy to the high level strategy and long range planning but I do have my success criteria: deliver the "thing" that they want for whatever reason they want it.
You will likely learn the why and become familiar with the other efforts that need your deliverable. Saving Changes...
