3 ms·
Most of the companies I’ve worked for have utterly no possible capacity for formally managing special projects. It will either be an argument over what business
by mlthoughts2018 8y ago
Most of the companies I’ve worked for have utterly no possible capacity for formally managing special projects. It will either be an argument over what business goals the project must serve, whose autonomy gets to drive the project, politics about who gets to work on what.
The only successful special projects I’ve ever seen are ones that are off the books initially, possibly even pissing off product managers or others because engineers essentially have to flippantly disregard the official prioritization of tasks according to non-engineers and just override it with what the engineer can easily see is actually more important from a genuine business/product perspective but can’t waste the time trying to jump through the hoops of political jockeying disingenuously asserted to be sincere evidence gathering to satisfy all the other competing interests and credit grabs.
- sk5t 8y agoI've done special projects at a large, somewhat stodgy company, and the general pattern was that you had about nine months to do good work, just engineering and business folks together, after which point the "project management office" would get their hooks into it, and any further scheduled meetings would be prevented from achieving anything productive in deference to the new project manager's interest in gantt charts.
- maxxxxx 8y agoSpecial projects also often get handed to a consulting company and not to in-house staff