[webproducers] Re: persuading a project manager that formal testing is important???
- From: Lydia Sugarman <thegoodegg@xxxxxxxxxxxxxx>
- To: webproducers@xxxxxxxxxxxxx
- Date: Thu, 27 Jun 2002 13:09:32 -0400
Two words...Screaming Media. I have never been so frustrated with exactly the
kind of internal structure you cite and I was the client, second-hand. The
same job (as managing editor) had all the awful aspects
you also cite in trying to evolve the "corporate" culture. Their (three
words...WeTheShoppers) solution was to fire me about three weeks before the
whole shebang went down the dot-bomb toilet.
Come to ACME for a drink tonight and we can trade war stories!
Lydia
AKF wrote:
> You make some valid points but there are times and
> organizational cultures where PM's are emasculated by the powers
> that be and all of the methodology in the world can't change the
> situation.
>
> I was a PM at a big ad agency and was in charge of PMing all
> work for one of their biggest clients. Unfortunately for me,
> there were no safeguards in the organization's process to allow
> me to do my job according to accepted practices. Even so, I was
> still accountable for everything so it was my ass in the fryer
> if the project got fucked.
>
> In this particular agency, Account drove everything and I mean
> EVERYTHING. PM's weren't even introduced into the process until
> well after a project was already pitched and the contract
> already signed. Often, I wouldn't even know about a project
> until Account dropped a stack of background materials on my desk
> to inform me about a conference call with the client.
>
> Thus, I often spent just as much time trying to futz with
> schedules and budgets to accomodate things like QA as well as
> retro-fitting functionality that the project required as I did
> actually managing the project!
>
> I tried time and time again to change this culture by insisting
> that I be involved as early as possible in a project's
> life-cycle but to no avail. I was both the victim of a poor
> management structure (with no real internal Champion) that
> resented my prescence and that thought that PMs and other team
> members were not capable of forward thinking.
>
> Obviously, this might be an extreme example but I'm almost
> positive that it's not an isolated one.
>
> --- Lydia Sugarman <thegoodegg@xxxxxxxxxxxxxx> wrote:
> >
> > I'm reading these successive posts and am really at a loss.
> > Who is claiming ownership at the very beginning for a given
> > project? Who is ultimately managing expectations overall?
> > And, what kind of project
> > manager doesn't build in Q&A in a budget and schedule?
> >
> > Oh! I can answer that last one easily. Anyone who claims the
> > title of project manager but really isn't or else a really
> > crappy project manager.
> >
> > The person who claims original ownership has a responsibility
> > to communicate with all parties concerned, sales, project
> > management, design, development, programming, in one way or
> > another. Sales people have to
> > be educated to understand what must be included in any project
> > for it to be successful and then communicate that to the
> > clients.
> >
> > In cases like this, I'd venture to say that the client is
> > blameless. Clients have to be educated about the process of
> > producing this product they're contracting for. That includes
> > making sure they understand
> > the entire process and that Q&A is an integral part of every
> > project and protects their investment. If it is presented as
> > such, they will accept it as part of the schedule and cost.
> > There is a responsibility
> > to manage client expectations.
> >
> > Some of the worst experiences I've had as a client have been
> > with fragmented sales and account management operations, e.g.
> > Screaming Media, where the only thing that mattered was the
> > signature on the contract
> > and the check every month. It's nearly three years and I am
> > still bad mouthing them and probably always will. It should
> > not take 8 months to set filters when the client has supplied
> > everything. But, before
> > that, they should have made sure my boss had a better
> > understanding of how limited their offerings were at the time
> > and that it really wouldn't work for us.
> >
> > But, ultimately, it is the responsibility of everyone involved
> > in any given project to do everything s/he can to ensure
> > success. Passing the buck won't do it. And, shoddy client
> > management won't do it. And,
> > sloppy project management won't do it. And, if you are in a
> > position where there is no cooperation or concern for the
> > quality of the project, walk away and save your professional
> > reputation. Minimize the
> > bullshit factor.
> >
> > Lydia Sugarman
> > --
> > Managing Partner
> > Private Label InterActive
> > "Markets are conversations."(c)Cluetrain Manifesto
> > Intelligent eMail Communications Solutions
> > P: 212.533.3456
> >
> >
> >
> __________________________________________________________________________
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> >
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> >
> > Questions and comments are welcome just e-mail me,
> morry@xxxxxxxxxxxxxxxx
>
> =====
> -------------------------------------------------------------------------
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>
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--
Lydia Sugarman
--
Managing Partner
Private Label InterActive
"Markets are conversations."(c)Cluetrain Manifesto
Intelligent eMail Communications Solutions
P: 212.533.3456
__________________________________________________________________________
To unsubscribe send a blank message with unsubscribe in the subject to
webproducers-request@xxxxxxxxxxxxx
To access our webform (instead of sending e-mail) for popular commands
including subscribe, unsubscribe, digest, and vacation visit
www.WebProducers.org. You can also access the list archive at the website.
Questions and comments are welcome just e-mail me, morry@xxxxxxxxxxxxxxxx
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