By Stephen Barker; Rob Cole
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Additional info for Brilliant project management : what brilliant project managers know, say and do
In our experience, the euphoria of an on-time and on-budget delivery is very short-lived if the results are substandard. You might have heard people talk about the ‘cost of quality’. However, we think it’s more a case of the ‘cost of no quality’. QXP:M04_BARK2328_01_SE_C04 46 17/10/08 09:14 Page 46 brilliant project management meet some critical deadline, which then turned out to be not so critical when all kinds of problems were found. No doubt considerable time and expense were then expended putting things right.
QXP:M03_BARK2328_01_SE_C03 34 17/10/08 09:14 Page 34 brilliant project management Lessons learned Nearly all risks and issues have hit other projects before. It’s one of the few times that you can reap benefit from the suffering of others. If nothing else you’ll surely have your own lessons to draw upon. Not many project managers are keen to own up to or document their mistakes. So you’ll be lucky if you find any ‘lessons learned’ reports. In any event, there’s no substitute for simply talking to other project managers and comparing notes.
And the third, and so on, until all the requirements were universally rated as essential and non-negotiable. The customer was delighted with the requirements prioritisation exercise. Like giving up a bad habit, it’s easier to gain agreement to the theory than to put it into practice. QXP:M04_BARK2328_01_SE_C04 17/10/08 09:14 delivering quality Page 51 51 Measuring quality There’s an old saying that ‘if you can’t measure it, you can’t manage it’. On a project, if you have some clear and well-thought-out measures for assessing what’s fit-for-purpose, it’s going to be easier to spot things going wrong and to act accordingly.
Brilliant project management : what brilliant project managers know, say and do by Stephen Barker; Rob Cole