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PMI’s Brightline initiative addresses the issues and concerns of strategy implementation, and it does this from an executive’s point of view. I would recommend that you invite your executives to review the initiative, especially if they desire successful outcomes. A good starting point is the 10 guiding principles, of which three of them are:
- Acknowledge that strategy delivery is just as important as strategy design
- Accept that you’re accountable for delivering the strategy you designed
- Promote team engagement and effective cross-business cooperation
The common theme is that success will not come from passively involved executives. Although seemingly obvious to us, executives need a little nurturing.
You all are so amazing. I feel so much better knowing that this happens to some degree or another in companies. I am not in a position where I have the ear of senior leadership and the resistance drives me crazy. I can't thank you all enough for this wisdom and for practical ideas of how to move things along. Thank you, Thank you!
I believe the key to solving the problem lies in this statement - "These people don't even want to provide scope or requirements". Based on the context I'm gathering that "these people" refer to the leadership. If this is correct then we need to understand that we should not rely on them to provide the scope and/or requirements. As leaders, they are supposed to provide the vision/objectives while business users must provide the requirements needed to support those objectives. Now if there are no objective/s then you have a huge problem, much bigger than not having requirements.
Obviously it is part of the analyst's job to support the PM in eliciting and aligning requirements with the objective/s and if this objective/ s are understood I would proceed to engage the user community.
Determine the project impact on their lack of, or delayed, input. Advise them accordingly. Ultimately you cannot force involvement all you can do is try and convince them through logic and risk of negative financial impact. If you can't generate some level of excitement the project(s) is/are doomed.
agree with sergio
Sounds like the old saying:
"When you fail to plan, you plan to fail."
Some answers are misleading and do not understand the concept that the leadership knows better and they are too busy to learn a different way. Above all, introducing Agile at this point, would mess things even worse for now, and for the future when you get it on a straight line.
The management clearly realizes opportunities but does not accept the cost of them. You have to understand how it starts - usually it is the problem with transitioning from startup thinking to mature organization. Leaders think as "just do it" while organization acquired so many weird, bloated, compliance, security, etc processes that it halts the startup "just do it" delivery.
Follow Larry's advice and you'll be ok (either way).
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