Further exploring the term, “Define Reality”

I have been thinking on and off about that post I wrote about Defining Reality. The inspiration for that post came from Max DePree. DePree believed that defining reality was the primary job of the leader.

I observed several instances over the past couple of weeks where I could sense the truth behind Max’s philosophy and ideas.

I was skimming through a book by Suze Orman, The Laws of Money: 5 Timeless Secrets to Get Out and Stay Out of Financial Trouble, over the weekend while at a friend’s home. One of the 5 laws that Orman mentions in the book is: Look at What You Have, Not at What You Had. The law stresses the importance of assessing yourself and your finances truthfully. Orman states:

The principle behind this law ties in to the Tenth Commandment, about not “coveting” anyone else’s belongings or relationships, life situation, or talents. Nor are you supposed to long for something that is past, over and done with, gone. That is a terrible waste of your energy, time, and money, and no good can come of it. Let yourself see the truth about what you really have right now.

After reading the paragraph, I could immediately sense a strong parallel with DePree’s ideas and what Orman was advocating.

Last week, while searching for some material about team work and the effectiveness of team work, I came across an interview with Richard Hackman 1 on teamwork. The interviewer posed the following question to Hackman – You’ve said that for a team to be successful, it needs to be real. What does that mean? I was immediately intrigued by the question as it touches on the concept that DePree advocates – Defining Reality and was curious to see Richard’s answer.

Hackman provided the following answer:

At the very least, it means that teams have to be bounded. It may seem silly to say this, but if you’re going to lead a team, you ought to first make sure that you know who’s on it. In our recent book Senior Leadership Teams, Ruth Wageman, Debra Nunes, James Burruss, and I collected and analyzed data on more than 120 top teams around the world. Not surprisingly, we found that almost every senior team we studied thought that it had set unambiguous boundaries. Yet when we asked members to describe their team, fewer than 10% agreed about who was on it. And these were teams of senior executives!

The materials above did help me get a better understanding of the phrase, Defining Reality. At the same time, I found myself grappling with the phrase and was trying to determine what DePree wanted to communicate and what he truly meant by the phrase, Defining Reality. I felt there was some nuance with the phrase and was struggling to decipher the subtleties.

I had a breakthrough when I could determine the root of my struggles while reading the blog, Obsessive-Compulsive Data Quality, by Jim Harris. In his blog post, The Point of View paradox, Jim discusses how “our points of view influences the way we think and the way we act”. Jim starts this blog post by mentioning Stephen Covey.

One of my all-time favorite non-fiction books is The 7 Habits of Highly Effective People by Stephen Covey.

One of the book’s key points is that we need to carefully examine our point of view, the way we “see” the world—not in terms of our sense of sight, but instead in terms of the way we perceive, interpret, and ultimately understand the world around us.

As Covey explains early in the book, our point of view can be divided into two main categories, the ways things are (realities) and the ways things should be (values).  We interpret our experiences from these two perspectives, rarely questioning their accuracy.

The distinction between realities: the way things are and values: the ways things should be helped crystallize some of the struggles I had with the phrase, Define Reality. Define Reality guides you to focus on the present – the here and now. I believe one of the responsibilities of a leader is to set a vision for the future. In my mind, I was trying to reconcile the idea of Defining Reality, which I felt emphasized the present, with the idea of a vision and values, that emphasized the future.

I stepped back and tried to explore the phrase, Define Reality, further. Was the phrase truly emphasizing the present? I felt, Define Reality, was stopping me from thinking about the future. I asked myself if I was interpreting DePree correctly.  Is this what DePree was trying to communicate? Was I misinterpreting DePree’s intention? Were my ideas about the term, Define Reality, too narrow? I felt a little lost in the sea of questions I posed to myself!

I conducted a thought experiment to unravel these questions – Are we defining reality when we express our feelings and thoughts truthfully about where we wish to go, what we would like to achieve and the values we want to live by? I believe the answer to the question is yes, if our dreams, goals and values that we want to pursue are something that we truly believe in and not merely wishes and fads. If we speak about values that we truly do not believe in, we are not defining reality, we are defining fantasies. If we talk about dreams that we are not willing to work hard for, we are not defining reality, we are defining fantasies.

I would be lying if I say that I was able to crystallize the concept of Defining Reality completely in my head. However, these exercises make me feel like I am headed in the right way! ;->

I would love to hear your comments and thoughts about this.


  1.  Richard is a professor at Harvard University who teaches and conducts research in social and organizational pscychology. Here’s a brief bio of Hackman.
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Root cause of software project failure

While reading Glen Alleman’s blog, I came across an article in CrossTalk – The Journal of Defense Software Engineering – that discusses the core problem of project failure. The article was titled, Knowledge: The Core Problem of Project Failure. I found the article very interesting as the author, Timothy Perkins, asserts that knowledge is the core problem of project failure.

I tried to relate the article to my own personal experiences working in the IT consulting/professional services industry. I have noticed poor project planning, unclear requirements, unrealistic schedules, ineffective communication as some of the common causes for software project failure. I found the article insightful as it explores some important questions about project failures and tries to expose the root causes.

Having led and participated in more than 10 Independent Expert Program Reviews1 (IEPRs) for the Software Technology Support Center and the Tri-Service Assessment Office, and having spent my military career as a project/program manager, several individuals have asked if there is a common thread among programs or projects that are having difficulty. The answer is yes. Some expect the thread to be project planning, others risk management, and others expect one of the other project management themes. However, the root causes can be reduced to two issues: either project managers do not have the knowledge they need, or they do not properly apply the knowledge they have.

I tried to explore the assertion that Knowledge was the core problem from various angles and determine if I found it to be equally valid. While examining the premise of the article, I asked myself what caused project managers  to not apply the knowledge they had. I loved the simplicity of the assertion and it did not feel simplistic. At the same time, I was questioning if the root cause could be boiled down to knowledge. Would digging deeper help us uncover other factors?

The article seemed to emphasize personal responsibility on the part of the project manager to navigate the projects toward success. I was reminded of Jerry Weinberg’s books on Quality Software Management where Jerry mentions the importance of mental models that Project Managers employ and the ability to act courageously in situations where PMs feel afraid, threatened, and under emotional  strain. I could sense some parallels with what Jerry talks about in his book and the article.

Given the emphasis on the project manager and knowledge, I wondered if software teams and other team members had an equal responsibility on navigating the project towards success. If the proper knowledge was not applied, couldn’t the team members provide the necessary leadership? How much does the environment and culture play a part in the success or failure? By focusing on the individual, were we missing the environment? I was reminded of Deming’s quote on the system playing a major role in performance.

The fact is that the system that people work in and the interaction with people may account for 90 or 95 percent of performance.

I was also reminded of Barry Oshry’s work and his Top-Middle-Bottom systemic model. I believe Oshry’s thoughts and ideas about the Mindless Middle may help explain why project managers do not apply the knowledge they have.

Overall, I found the article very stimulating and believe it provides clarity around some thorny questions about software project failure.

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You get what you ask for!

I had a discussion with an acquaintance recently and the discussion reinforced some of the lessons that I have learned in my own professional career. The acquaintance mentioned an application that they had developed in the past year. The application was was designed primarily for data entry and storing information provided by the users. After deploying the application, the organization soon realized that they had missed an important feature based on user feedback – They did not provide any means for users to view or retrieve the data they had entered! The acquaintance mentioned that the programmers were not to blame as they only designed what they had been asked for.

There were many lessons I could glean based on this interesting discussion.

  • You only get what you ask for!

I was immediately reminded of an experiment that Jerry Weinberg and Donald Gause mention in their book, Exploring Requirements: Quality before Design. The experiment was interesting and here are the details:

In a typical experiment, five teams were given the same requirement for a computer program except for a single sentence that differed for each team. One team was asked to complete the job with the fewest possible hours of programming, another was to minimize the number of program statements written, a third was to minimize the amount of memory used, another was to produce the clearest possible program, and the final team was to produce the clearest possible output.

The results were quite fascinating. Each team aced the objective it was given. Jerry and Don shared the following conclusion:

In short, each team produced exactly what it was asked to produce, and didn’t produce what it wasn’t asked to produce. Before these experiments, we had often heard software buyers complaining about the inability of programmers to give them what they wanted. The experiments convinced us that in many cases, the buyers simply did not tell the programmers clearly what they wanted.

This is exactly what happened with the incident I related earlier. It was a little surreal to hear about a real-life example of the experiment!

  • Information Age and Data

In an age where we find ourselves overwhelmed by data and information, an application that only allows for data entry seems to be anathema to the Information Age. One of the many insights I gained from reading Data Driven was that data needs to flow to be of value. If data is just sitting in a database, it does not add any value. It needs to be able to flow to the right users and decision makers who can make effective use of this data. We cannot lock data up without hearing from the users!

  • We cannot ignore the Requirements Process 

Software projects may or may not have a requirements document. However, there is always going to be a requirements process – the process of determining what the Client wants. I believe that as software engineers, we have a responsibility to ensure that we ask the right questions and ensure that Clients and users receive a quality product.

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More inspiration from John Bogle!

In a recent post, I talked about John Bogle and how John’s podcast interview with Greg Gallant inspired me. After listening to the podcast, I started to explore and read material authored by or involving John Bogle.

I noticed that  John had written a book titled Character Counts where he talks about the creation and building of the Vanguard Group. I was piqued by the book and decided to buy it (this was about 3-4 years back). The book is chock-full of inspirational and thoughtful messages, speeches, and ideas. I highly recommend the book!

I felt it would be a good idea to share some of the material in the book that I enjoyed and have bookmarked.

In the chapter, The Impossible Dream, John mentions a poem from the musical play The Man of La Mancha that seems to be dear to his heart. I enjoyed reading the poem and am filled with energy and a desire to strive for excellence in whatever I do. I hope you enjoy this, too!

The Impossible Dream.1

To dream the impossible dream,
To fight the unbeatable foe,
To bear with unbearable sorrow,
To run where the brave dare not go.

To right the unbearable wrong,
To love, pure and chaste from afar,
To try when your arms are too weary,
To reach the unreachable star,

This is my quest, to follow that star,
No matter how hopeless, no matter how far,
To fight for the right without question or pause,
To be willing to march into hell for a heavenly cause.

And I know if I’ll only be true to this glorious quest,
That my heart will lie peaceful and calm, when I’m laid to my rest,

And the world will be better for this,
That one man, scorned and covered with scars,
Still strove with his last ounce of courage,
To reach the unreachable stars.

I also enjoyed a quote mentioned in the beginning of the chapter Rejoice!. The quote helps me in understanding and accepting that good things can happen from what we may perceive as bad or tough circumstances.

The Letter of Paul to the Romans (5:3)

Rejoice in your sufferings in the knowledge that suffering produces endurance, endurance produces character, character produces hope, and hope does not disappoint us.

I was reminded of a verse in Sri Aurobindo’s epic poem, Savitri after reading the quote above.

None can reach heaven who has not passed through hell.

There is a belief in Hinduism that suffering and challenges in life are nature’s way of elevating us to the next level of consciousness and accomplishment. The above quotes seem to be hinting at these subtle truths.

In the chapter, The Road Less Traveled By, John narrates an Aesop fable that I found very meaningful.

Aesop’s fable, Hercules and the Wagoner:

A wagoner was driving his team along a muddy lane when the wheels of his wagon sank so deep in the mire that no efforts of his horses could move them. As he stood there, looking helplessly on, and calling loudly at intervals upon Hercules for assistance, the god himself appeared and said to him, “Put your shoulder to the wheel, man, and goad on your horses, and then you may call on Hercules to assist you. If you won’t lift a finger to help yourself, you can’t expect Hercules or any one else to come to your aid.”

John mentions immediately after narrating the fable that, God helps those who help themselves. This fable helped me realize that instead of acting as a victim of circumstances, I could rely on my personal power to effect the changes I want.


  1. Copyright © 1965. Words by Joe Darion. Music by Mitch Leigh. Andrew Scott Music, Helena Music Company. ASCAP.
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Hidden Assumptions in a Project Schedule

I got an important insight while reading the book, Roundtable on Project Management. The book contains conversations between practitioners about project management that was compiled from discussions in Jerry Weinberg’s SHAPE forum. The book filled with pragmatic advice from people who understand the challenges of project work.

The book talks about assumptions underlying a single line in a project schedule. A single line on a project schedule describes a task that needs to be accomplished, along with the planned time to complete the task and who is responsible for the task. Some of the assumptions hidden in this line are:

  • The Project Manager or Technical Lead understand the “scope” of work for the task and this understanding is also shared by the person responsible for completing the task. Team members have clarity on what needs to be accomplished to complete the task.
  • The person assigned to the task has the capabilities to perform the task and can successfully drive the task to completion.
  • The planned hours assigned for the task is credible.

If any of the assumptions are incorrect, we have a problem! This reminds me of the message from Max DePree about Defining Reality. Preparing a credible project schedule is a good first step to define reality on a project. Without a credible project schedule, we are defying reality and not defining it (and defying reality seldom leads to desired outcomes or results!).

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Mindless Middles

Barry Oshry wrote a recent blog post on the challenges of working as a Middle. 1

Oshry states:

Middles regularly face potential sewer pipe situations. The instructions come and you pass them on. That’s what Middles do. Unfortunately, that’s what Middles may do blindly and reflexively without examining the instructions and considering the consequences they are likely to have. This is what it means to be a Mindless Middle. The challenge for Middles is at all times to maintain their independence of thought and action, and then to have the courage to act on that judgment.

I read the blog post and nodded my head in approval. I tried to think of situations where I had behaved mindlessly as a middle and none came to mind! Then, the next day, as I was driving to work, I realized that there were instances where I had been the sewer pipe and was the Mindless Middle that Oshry talks. What struck was that I did not feel like I was being mindless at those instances!The bigger problem is that it is hard to recognize or realize that we are being mindless. It is hard to observe what you cannot see!

When I replay the instances where I was mindless in my head, I realized that there was a strong inclination on my part “to follow the orders” and not “rock the boat”. The story that Barry narrates also made a lot of sense. As a Middle, it is easy to believe we are powerless. By shedding light on this phenomenon, Barry shows us that there is another way that is available to Middles and that we do have the power to act and use good judgment.

I was reminded of Barry’s lesson while reading about the incident at the end of the NFL game between New York Giants and Tamba Bay Bucs. At the end of the game, with the Giants in a victory formation, Bucs coach Greg Schiano asked his players to knock Eli Manning. Giants’ coach Tom Coughlin was livid at this tactic and yelled at Schiano during the post-game handshake. Coughlin felt that Schiano’s call to go after the quarterback and offensive line during a kneel-down formation could have hurt somebody. The entire Giants team felt it was a cheap shot and was unwarranted.

After reading about the incident, I thought about the Bucs players. I believe, NFL players understand the health risks of playing the game and would not want to intentionally hurt or injure a player. I saw the Bucs Players acting as the Middle in this scenario. They got a clear instruction from the Top, their head coach, to go after the quarterback. Could some of the Bucs players resented this move from their coach? Did one of them feel they were putting the Giants in a risky situation and could potentially jeopardize a player’s career by injuring them? Wasn’t this the same situation that Barry Oshry mentions? Did one of the players not go after Eli even with clear instructions from their coach? I don’t have the answers to these questions.

The other day, I saw an article from Justin Tuck, NY Giants player, who said that he would have said No if one of his coaches asked him to do something similar.

Tuck said:

“If Perry Fewell told me to dive at a guy’s knee, when we were losing, I would say ‘No,’ ” Tuck said.

I reflected on Barry’s article and this football incident and realized that being “mindful” as a Middle requires a lot of courage. I believe Barry has given us the power of increased awareness and the power to use our good judgment even in tough circumstances.


  1. You can learn more about Oshry’s system model at the following link
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Define Reality

In the book, Leadership Is An Art, Max DePree talks about the responsibilities of a leader. Max DePree has the following to say:

The first responsibility of a leader is to define reality. The last is to say thank you. In between the two, the leader must become a servant and a debtor. That sums up the progress of an artful leader.

I found Max’ characterization of a leader’s responsibilities very refreshing. Most definitions I had studied talk about having a vision, influencing people, and getting work done.

I thought about what Define Reality meant and whether it was applicable to Project Managers (PM) and Technical Leaders (TL) working on a software project. The concept made a lot of sense and I felt it was a great way of looking at a leader’s responsibility. I tried to brainstorm various ways in which PMs and TLs could define reality on a project and came up with the following list:

  • Clearly understand what they know and do not know
  • Ensure that stakeholders clearly understand what is happening on the project
  • Set clear expectations with team members  on what needs to be accomplished and when
  • They are congruent and do not feel afraid or embarrassed to express their thoughts, feelings, and opinions
  • Understand the constraints (time/schedule, money, scope, personnel, resources) facing the project
  • I also felt that “Define Reality” was a process. The PM or TL has to perform the following activities throughout the course of the project:
    1. Understand as accurately as they possibly can all the aspects that affect the success of the project –
    2. Ensure that they communicate this understanding to all stakeholders
    3. Refine their understanding of the project as they go along by being open to any pertinent information
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Inspiration from John Bogle

John Bogle has been an inspiration in my journey of personal and professional growth. Whenever I read or listen to John Bogle, I always walk away with an uplifting feeling. Mr. Bogle’s personality flows through in his speech and writing. His messages have always struck me as authentic, idealistic, and bold. I see John Bogle as a determined and courageous visionary who has lived his life in harmony with the principles and values that he believes in. Suffice to say, I have the highest respect and admiration for Mr. Bogle. 1

I came across John Bogle thanks to Joel Spolsky. In one of his posts, Joel mentioned his interview with Greg Gallant at Venture Voice. I started listening to Greg’s podcast and eventually he interviewed John Bogle.

The interview resonated with me and I gained a lot of respect and insights after listening to John Bogle. 2  I would like to share some of my insights with you:

  • Distinct Voice

John Bogle’s voice made a big impression on me. I found it to be distinct, powerful, and unique. Mr. Bogle’s voice carries the force of his personality. If you listen to the interview, I would recommend you pay close attention to the voice modulations.

When John talks about principles that are dear to his heart, his voice depicts confidence and determination.

During the interview, John narrates the instance when he was fired. His voice shows his anguish at a grave mistake he made. John then immediately talks about taking responsibility for his actions and his voice now exudes courage and the strength of his convictions.

While discussing entrepreneurship and what it means to him, I could sense a deep joy in his heart.

  • Power of Values 

Starting at the 28:00 minute mark in the interview, Greg discusses Vanguard’s business model which is “predicated on keeping the cost low” and asks John for his advice to entrepreneurs on “keeping cost low“. When I mentally formulated a response to this question, I was thinking about cutting wasteful spending, paying attention to expenses etc. The response from John Bogle blew my mind. Here is John’s response:

Well, the first thing that happens, is you have to realize, that about half of the cost, little bit less than half maybe, that a mutual fund incurs are profits to its managers. Profit margin in this business is pretty close to 50%. So, if you eliminate that, which the Vanguard structure does and it basically rebates that profit to the shareholders. You all of a sudden have cost 50% below the competitors. So to give you kind of a homely example, if the average cost is 1%. You are all the way down to 0.50 or 0.60 simply by getting the entrepreneurial profit out of the equation. A good start! The rest of it is aggressive cost control.

Frankly, I was stunned. John looked at the entrepreneurial profits as the first place to start cutting costs! Wow! I believe it takes a person who sincerely and deeply cares about  his role as the steward of his Client’s financial interests to pursue this course of action.

John goes onto expound his philosophy of cost control. I was reminded of Roy Posner’s article on The Power of Personal Values while listening to this portion of the talk. Roy mentions that

A value is a belief, a mission, or a philosophy that is meaningful. Whether we are consciously aware of them or not, every individual has a core set of personal values. Values can range from the commonplace, such as the belief in hard work and punctuality, to the more psychological, such as self-reliance, concern for others, and harmony of purpose.

The “business value” of cost control permeated throughout Vanguard. Vanguard lived, executed and based their decisions using this value as a guide. I am not surprised by the tremendous growth of Vanguard given such a relentless focus on values such as Customer Service and Cost Control. Keeping costs low was not just a slogan. It felt like a way of life that Vanguard had chosen to serve a higher purpose!

  • Vision and Determination

John Bogle has the powerful mix of idealistic vision that he matches up with his indomitable determination and will to achieve his goals and live according to his beliefs. I would recommend that you listen starting from the 23:40 minute mark of the interview where Greg talks about how he was able to mix idealism and execution. John has a wonderful quote at this point:

First, The Lord has created few people with greater feeling of determination than I have. I asked my kids once. What word would they use to describe me. I asked them separately. All of them said the same thing. Determined.

John mentions 3 qualities that characterizes him – Determined, an intellectual turn of mind that is driven by Curiosity 3 and not brilliance, and a Contrarian who is not afraid to fight the good fight and do what it takes to do the right thing. 4

  • Building a company

John talks about building a company and the values at Vanguard starting from the 32:30 minute mark. Vanguard uses a lot of nautical metaphors in everyday communication. The name, Vanguard, was inspired by the battleship HMS Vanguard commanded by Lord Nelson in the Battle of the Nile. Vanguard refers to its employees as crew members, the cafeteria is called the galley. They heavily use nautical phrases such as – Stay the course, Press on regardless

I found a person who enjoyed his work and was very thoughtful about the culture in Vanguard.

  • Deeper message 

There are a lot of great quotes, honest messages towards the end of the interview (starting 49:15 minute mark). Here are some of my favorite ones:

If I were persuaded it would never happen, would I start doing things differently? Not at all. I would do them even stronger. You know, Somebody has to stand up and be counted in this life.

Entrepreneurship is about the joy of creating. That’s what Tom Peters tells us and he is right. The joy of success for its own sake. The joy of changing the world a little bit for the better.

Nobody in this business had more fun than I had. Nobody. And it’s fun to take on the establishment. It’s fun to have some determined ideas and see them implemented.
There is nothing like the satisfaction of a good fight well won.

The mutual fund industry didn’t need Vanguard. No industry needs Vanguard. But, all industries need A Vanguard. That is, a company that says, I see what you are doing, understand what you are doing, I am going to do it differently. And may the best ideas win.

I think I have left no doubt how much I enjoyed this interview. I do have to mention the excellent job Greg did as the interviewer. He asked thoughtful questions and gave John the center stage. He led the conversation beautifully and the conversation had a great feel to it. Thank you, Greg!

 


  1. While writing this post, I was reminded of the famous line in the movie, As Good As It Gets, uttered by Jack Nicholson to Helen Hunt – You make me want to be a better man. John Bogle inspires me to be the best person I can be!
  2. The MP3 of the interview on the venture voice page is broken. I was able to download the MP3 using the following link.
  3. John mentions that curiosity is about asking questions such as Why does that happen? How does that happen? Is there a better way to do it? These questions are quite relevant to software projects, too!
  4. John Bogle had a strong sense of who he was and the principles he stood for. He understood his strengths and weaknesses. He mentions how he frequently argues with himself about principles, policies, and outcomes. He seems to live Socrates’ ideal – Know Thyself
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5 Key Questions for every project

I am a regular reader and fan of Glen Alleman’s blog – Herding Cats. Glen writes an insightful blog about Project Management. Glen constantly re-iterates the 5 Immutable Principles of project management. The principles are stated in the form of questions that the project team (or at least the Project Manager) needs to answer.

Why are these questions important? Thinking about and answering these questions help us increase the probability of project success. I love these 5 principles as they are applicable to all project regardless of size, scope, cost, and technology. I have found these questions and principles to be highly relevant in various scenarios – delivering an enterprise data warehouse, planning a marketing campaign, expanding your services to a new market segment or creating an web application.

The 5 Immutable Principles as outlined by Glen are:

  1. Where are we going?
  2. How are we going to get there?
  3. Do we have everything you need to arrive on-time, on-budget, and on-specification?
  4. What problems are we going to encounter along the way?
  5. How do we measure progress to plan?

These principles are simple, profound, and highly effective. These questions get to the core of a project and help us determine if the project is on track. They enable teams to orient in the right direction.

So, how can we use these 5 principles in our day to day project work.

  1. When you join a new team, consider finding out the answers to these 5 questions.
  2. If you are a Technical Lead or Project Manager, determine if you have credible answers for these 5 questions. If not, are you certain that the project can be delivered successfully?
  3. When you are reviewing a project, start with these 5 questions. You will gain enough insight to figure out if the project is on track.
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Insights about Software Projects – Part 5

I am writing a series of posts that summarizes some of the insights I have gained while working in the Professional Services/IT Consulting world.

My goal with this series to increase awareness of important aspects of projects, promote improved thinking about projects, and ultimately help you deliver projects successfully.

You can read or view all the posts in this series through this link.

Insight: All Problems are People Problems

One of the key insights I have learned from Jerry Weinberg’s book The Secrets of Consulting was that “all problems are essentially people problems”. In the world of software projects and technology, this may seem ironical. I have lived and observed the truth behind this insight on several software projects and it is useful to always keep this insight at the back of our minds.

As we try to create more complex products and work on complex projects, it is easy to believe that our problems and challenges stem from technology. As Virginia Satir correctly noted – Problems are not the problem; coping is the problem!

What matters is how we respond and combat this complexity. We always have more choices than we think we do. This also means that we have to take responsibility for our actions and failures (and the pressure is so much more!).

I have noticed that in situations where something goes wrong on a project, my initial knee-jerk reaction is usually to blame the circumstances and the environment. However, I have found it to be extremely effective and beneficial to stand back and ask myself the question – How did I contribute to this situation?

I always find that there is something I did or did not do that led to this situation. Once I stop blaming and get back to my power zone of determining what needs to happen, what actions I can take to facilitate a solution, and who I can approach to help me with the problem, the problem is almost always effectively resolved.

As Professionals, we must learn to cherish the fact that the buck actually stops with us!

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