My real story how I set a record of delivering all software projects on time as a Project Director in a SEI CMM Level 5 company.
Read the full story at Sulekha Blogs. This is a summary for the company's in-house journal.

Related Readings

If P. U. Kamble sounds upbeat in this article of his, he has every reason to. 
To his team goes the credit of delivering all 4 projects bang on time - and to 
the customers' delight! Not a mean achievement by any yardsticks! Read on..
Key Success Factors: People have asked me the secret behind this success. Frankly, 
I did not know myself, but their questions have prompted me to do some thinking, 
some soul searching and I think I have come to some conclusions. Right or wrong, 
I thought it was worth sharing my thoughts with you all. 

I think the most significant factor which could have contributed to it is an 
understanding that each human being has some strength and weaknesses. Nobody is 
perfect. I am not perfect too.

This is a very important issue which is often forgotten. Different people have 
different strengths - some people can do certain things naturally and the same 
people may be very uncomfortable or messy while doing something else. At the 
same time, different people enjoy doing different types of work. While some people 
may enjoy doing one job, someone else may just not be able to sit down and get 
going with it. This is perfectly natural for human beings. A good manager would 
look at the strengths of people, and get the right jobs done by the right people 
within the team so that the team as a whole is strong, so that the team delivers. 
There are certain things my Project Manager is good at doing and certain things he 
may not be very good at. I help him sometimes do things he is not comfortable with 
if I can do it better. I don't get upset about it because I know that there may be 
umpteen other things he can do better than I do. What is important is that 
together we should team up and do great things.

In a team, it is important that one member's weakness is covered by someone else's 
individual strengths in such a way that each one contributes through his strengths 
and the team as an entity is solid. A good team is one where everyone puts in his 
or her strength and covers others' weaknesses - without any ego problems, without 
taking pride and without belittling others. 

I am sure you will ask,

Read the full story titled "The Management of Mondaq is Shocked to Know That..." at Sulekha Blogs.


One very important key success factor which I practiced but missed to list in this article way back in 2002 was "Effective Client Management", or effectively managing client expectations. I now call it the policy of being "Polite but Firm".

Most of the delays in projects are due to scope creep. Scope creep occurs when the client is interested in incorporating in the system all the new bright ideas which crop up after sign-off. The project heads are not able to say "NO" to the client requests even if they want to. The client rarely knows what adverse impact it has on the project.

The key to success, in fact one of the most important one according to me, was that I was able to, if required, say "no" very politely. I could convince my client that I was saying "no" not because of my whims and fancies or out of my interest, but in the interest of the client and the project. And mind you, I still had excellent relations with the clients. I would certainly accept some demands if they were "show stoppers", and would assure the client that other bright ideas would not go waste and would be incorporated in the next version.

comments powered by Disqus