If you’re responsible for running an IT project you want things to be done on time and within budget. So how do you set your schedule and budget? Hopefully you define what you want to accomplish, and then ask the developers how long it’s going to take. If you’re putting out a request for proposal (RFP) you’ll have several different answers to that question. Typically the highest consideration in the selection is the total proposed cost. But really, the total time is a better choice.
Why that’s true is based not on ideas about processes, but on ideas about people.
Consultants live and die by billable hours. In the short term, they don’t have any incentive to finish their current project any faster. But in the long term, finishing faster should lead to more work as clients come to respect their ability to meet a deadline. If project managers and clients learn to value that behavior, that is.
How it Could Be
Let’s look at a production support issue for an example. Production support is completely different from most project work in one very important way: the problem is well defined. Something worked on Monday, it doesn’t work on Tuesday. Make it work just like Monday again.
For something with six-figure impact per hour of downtime – and if you think that’s an artificially-high number you’ve never worked with credit card processing – you don’t want a programmer with an impressive resume, dozens of certifications, and decades of experience with your primary programming language. You want Bob, the guy who wrote the system from scratch and demands $1k per hour with a four-hour minimum.
Once you’ve got Bob and his hand-picked team of support people, you get out of their way and let them work. Status reports might be no more than, “We’ve found the problem … We’ve identified the solution … We’re ready to test the fix … It’s live.”
How it Is
But when it comes to new development, companies play it “safe” and look for the best qualifications on paper. They hire based on keyword matching and offer rates based on industry standards for a given skill set. They require specific processes and deliverables (pet peeve: when did “deliverable” become a noun?) and status reporting becomes a significant percentage of the total budget.
Why the Difference?
There are two reasons expert teams get away with less formal process than is typical, but I can only prove one of them. The public answer business sponsors tell themselves to justify the exception to “official methodology” is that the experts have worked the methodology for so long that they can follow the same procedures without exhaustively documenting all the steps. And there is some truth to that.
But I suspect the larger reason is that experts get the work done so much faster there just isn’t enough time for documentation to build up.
The best athletes make things look easy that most people could not even do. A high jumper might clear six feet without even trying hard. Most people would never come close even with months to try.
The best IT people do the same thing. They complete projects in weeks that other people could never do. As “safe” projects drag on specifications are refined, status reports are produced, contracts are negotiated, updates are requested and provided. Meanwhile the expert team has just released to production – so it must have been a small project.
The hard part for the client is to recognize the difference between a project that went smoothly because it was easy, and one that went smoothly because the team made it look easy. But here’s the secret: You don’t really need to recognize the difference.
How to Do Better
The reason you hired someone else to do the work is because you couldn’t do it yourself. Which means you can’t accurately judge which projects really are hard, and which ones just look hard. So don’t judge the project, judge the people.
The people who seem to always be working on small, simple projects – after all, they always go quickly with no major problems – are better at execution. They will be better no matter what the project is.