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Nailed it. My only beef is that when you’re going line-by-line on the deliverables, arguing over the “definition of done” that you’re actually crushing whatever
by 23B1 4y ago
Nailed it. My only beef is that when you’re going line-by-line on the deliverables, arguing over the “definition of done” that you’re actually crushing whatever good will and budget remains for the innovation a company actually needs.
And when I say innovation I don’t mean gravity boots, I just mean a progressive use of robust tech, easily understood processes, and a general aversion to complexity - so you don’t have to do it all over again in five years.
OTOH executive retention is tanking, so maybe it’s fine you one-and-done it, and move on to your next job before the truth is out - YOLO! (Barf).
- ClumsyPilot 4y ago> arguing over the “definition of done” This brings back my PTSD. "I have never seen so many fine men wasted so badly"
- ethbr0 4y agoI've always thought that if it gets to the point where a consultant and company are arguing over line items and it didn't go so badly as to preclude future work, then just meet in the middle, call it a poorly run project, and try and do better next time. There's no good outcome from a knock-down, drag-out fight for either party when it goes that badly. And yeah... I've observed my fair share of "So, we all agree we're going to call this a success? Great!" + director / VP takes a new job before it explodes.
- 23B1 4y agoThe good P&L owners make it right and eat the marginal loss because they know long term relationships are more important than a single contract. That is generally how I ran my line – but I have had a very small number of extremely toxic/litigious clients and so I'll go the distance with them, line-by-line, make sure we've got 'done' in writing. It sucks but some people are just jerks.