After weeks of negotiation and alignment, a viable plan to select a technology/service vendor within a very short time is agreed to by the project sponsor and his lieutenants.
The plan uses a well known "best practice" model for making selections of this type - starting with requirements and ending with a defensible recommendation, containing both qualitative and quantitative information. It is logically sequenced based primarily on the information and logistical constraints inherent in this type of exercise.
On day 1, the sponsor unexpectedly announces he needs numbers for an informal budgeting exercise due in 2 weeks and insists the only way to get those numbers is by sending out an RFP ASAP. Creating an RFP is of course part of the plan, but comes after the proper groundwork is performed, of which nothing has been done.
Ruth PearceAttorney, Author, and Coach | Guardian Ad Litem in North Carolina| A Lever Long Enough (ALLE LLC)Durham, Nc, United States
Maybe you can find some case studies of where this approach has been used in the past and has failed. Evidence is often the best persuader!
I saw something similar where a vendor and their client decided to partner up and build software. There were some guidelines and general criteria, but for those of us outside the discussions, it was pretty clear that the vendor thought they would get free business analysis to help them build an industry wide platform, and the client thought they would get a bespoke solution that would give them an edge over their competitors. In my opinion this disconnect is common and comes from not doing the groundwork before jumping in.
Everyone is disappointed!
Case studies showing the bad outcomes based on poor methodologies and the good outcomes based on good methodologies could be very influential.
Maybe you can find some case studies of where this approach has been used in the past and has failed. Evidence is often the best persuader!
I saw something similar where a vendor and their client decided to partner up and build software. There were some guidelines and general criteria, but for those of us outside the discussions, it was pretty clear that the vendor thought they would get free business analysis to help them build an industry wide platform, and the client thought they would get a bespoke solution that would give them an edge over their competitors. In my opinion this disconnect is common and comes from not doing the groundwork before jumping in.
Everyone is disappointed!
Case studies showing the bad outcomes based on poor methodologies and the good outcomes based on good methodologies could be very influential.
Cris, this was a very good discussion. The way everyone responded was great to read. Sponsors come in all flavors.
Thanks Demetrius. Sponsors do indeed come in all flavors. Saving Changes...
Deepesh RammoorthyICT Project Manager ( PMP®AgilePM®Certified ScrumMaster® (CSM®))| Australian Red Cross Blood ServiceTarneit, Vic, Australia
If it's going to hurt your bank and you feel compelled to go against good work practices just to make this sponsor happy, have it in writing from them that they are willing to accept the consequences of their decision. Then do an analysis of the Risks in following through with the sponsor's recommended approach. Quantify the risks, if possible in Dollars, present it to the sponsor and again have evidence that you have done so. I don't think there is any sponsor out there who likes to see dollars going down the drain due to inefficient practices.
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1 reply by Chandrashekhar Thatte
Feb 17, 2017 2:12 AM
Chandrashekhar Thatte
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I agree with your approach in dealing with such situation , Deepesh !
If it's going to hurt your bank and you feel compelled to go against good work practices just to make this sponsor happy, have it in writing from them that they are willing to accept the consequences of their decision. Then do an analysis of the Risks in following through with the sponsor's recommended approach. Quantify the risks, if possible in Dollars, present it to the sponsor and again have evidence that you have done so. I don't think there is any sponsor out there who likes to see dollars going down the drain due to inefficient practices.
I agree with your approach in dealing with such situation , Deepesh ! Saving Changes...
Great discussion
Sponsor can be a huge support to a project but also a big problem.
Get everything in writing.
One question in my mind "Is there a hidden agenda from the sponsor?" Saving Changes...
Eric SimmsSenior Program ManagerBaltimore, Maryland, United States
Some stakeholders use the phrase “just get it done!” to rationalize skipping necessary project work. Most stakeholders I’ve encountered who do this don’t change their minds no matter how much you warn them. I’ll echo others in saying that you need to document your warnings to the sponsor and the impact should s/he fail to heed them, and make sure as many people as possible knows your position on the matter. I’ve encountered more than a few sponsors who have circumvented a project schedule, then tried to blame the project’s inevitable lack of performance on the Project Manager. When this happens it’s nice to be able to show a long paper trail of warnings you gave dating back to the beginning of the project. Saving Changes...
