Delays in Project caused by so many 'others'
How others in a heavy flat organization can spoil Project expansion if they do not align themselves with project and operation needs fast
1. Non Project/operational and Non technical background Majority do not know the real scope and deliverables: It requires technical understanding if they are e coming from an economics, statistics, or arts background and working in a high tech company .Without knowing the real scope and working on the deliverables is equivalent to a slow train wreckage in motion! In fact, not knowing the scope and deliverables clearly and still acting as ONE THE DECEISON MAKER is the biggest sin any support manager can commit.
2. Playing Tennis in Emails . It is a common practise taking a mail communication from one team and forwards it to another team! Then, why have a support manager , a better replacement will be to have someone with an undergraduate degree as a Mail coordinator.
3. Interconnection/conference : Imagine a bunch of people from cross departmental teams are called for meetings by the GM in the name of scope finalization or because of crunching issues being faced by the customer. Because of the role of the GM as the interface between multiple teams, any meeting typically consists of 3+ people. It is a big waste of time when 3 senior management people talk of for an hour and still do not come to a conclusion as everybody wants a say in the prohct as to how it is to be done. On the other hand, having too few meetings, like once in 2 weeks and then finally jumping in when there’s fire all over the place, is bound to delay the project. An optimum balance is needed.
4. Why fire fighting !
I have seen many people who work from the very first day on escalation mode. Coercion and fear works, but to some extent. At a certain point of time, escalation starts failing. Even if you are able to get your work done by the concerned person, escalation only creates a silent conflict. Escalation is not a weapon, but a means to an end and not the end itself. Whenever possible, escalation is to be avoided.
5. Technical Management Is Friendly but the Support staff Is Agnostic
Truth be told, at the risk of antagonizing a number of Support Managers, in a good team, 98% of the time the support staff knows what has gone wrong, not only the Technical Manager.However, the GM normally prefers to communicate with the departmental heads in place of the person who has really seen it. It is a delicate game and there is a very thin line when you cross the Manager’s line in a flat structure, egos resound and everybody forgets the Projects.
6. Mail Is the Predominant Mode of Communication
There is a saying in any Communication Course for Managers: “If you can avoid postcards and use email, please do that. If you can avoid email and call on phone, please do that. If you can avoid phone and meet the person face-to-face, please do that.“
7 Politically Dumb Politics, as discussed it is not always bad for the team or the project. In fact it is needed and it is bad only if it is
To resolve this flat organization delays and decision making what is the solution ? …………..to be continued in next post
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