seven lies my project manager told me | ralf c. adam
TRANSCRIPT
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Seven Lies my
Project Manager
told me
Ralf C. Adam
TIGERTEAM PRODUCTIONS
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This lecture was first held in August 2006 at the GCDC Game
Developer’s Conference in Leipzig/GERMANY. The presentation
may not include all original materials shown during this speech
(pictures, videos etc.) and is solely meant as a summary and
handout. All copyrights of presented materials belong to their
respective owners.
DISCLAIMER
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INTRODUCTION
Question…
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INTRODUCTION
Do you
think this
glass is
filled?
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INTRODUCTION
Or do you
think it‘s
maybe now?
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INTRODUCTION
Or now…?
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INTRODUCTION
Well…
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INTRODUCTION
• Important lesson: Would have not worked the other way
round (Water first, then sand, then pepples etc.)
• Big stones are like the big important elements in your
project – your core features, main action-loops or your
mission statement!
• They need to come first!
• If you do not create them in the
beginning they will kill your
project later
• If you only take one lesson with you
from this talk then it should be this one!
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INTRODUCTION
Most people think that projects fail …
• … because of an inexperienced Project Manager
• … because of technical problems
• … because of tight schedules
• … because of tight budgets
• … because of tight resources
�Truth is: Most Projects fail because people
got blinded by project lies!
Most people think that projects fail …
• … because of an inexperienced Project Manager
• … because of technical problems
• … because of tight schedules
• … because of tight budgets
• … because of tight resources
�Truth is: Most Projects fail because people
got blinded by project lies!
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LIE #01LIE #01
»Project Management
does not work in general!«
»Project Management
does not work in general!«
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Project Management does not work – Lesson #1:
• You‘ve made a great project plan …
• … but the team members moan:
* It‘s unrealistic!
* It‘s not comprehensible!
* It‘s just academic bullshit!
• After 2 – 3 weeks plan is not up-to-date anymore
• After 1 month it disappears in the drawer
�Conclusion: Project planning is waste of time?
Project Management does not work – Lesson #1:
• You‘ve made a great project plan …
• … but the team members moan:
* It‘s unrealistic!
* It‘s not comprehensible!
* It‘s just academic bullshit!
• After 2 – 3 weeks plan is not up-to-date anymore
• After 1 month it disappears in the drawer
�Conclusion: Project planning is waste of time?
#01. THE PROJECT MANAGEMENT LIE
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Project Management does not work – Lesson #2:
• You‘re making a project kick-off …
• … but the team members moan:
* What a self-deceptive event!
* This will never work!
* We will show those suckers!
• Team builds fractions that fight each other
• Project manager swears that he will never do it again
�Conclusion: Project management kills motivation?
Project Management does not work – Lesson #2:
• You‘re making a project kick-off …
• … but the team members moan:
* What a self-deceptive event!
* This will never work!
* We will show those suckers!
• Team builds fractions that fight each other
• Project manager swears that he will never do it again
�Conclusion: Project management kills motivation?
#01. THE PROJECT MANAGEMENT LIE
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Project Management does not work – Lesson #3:
• You‘re buying THE project management bible …
• … and print out 3 forms from its DVD …
• … but the team members:
* Start calling you ‚bureaucratic moron‘!
* Fill out those forms only under protest and sloppy!
* Or ignore them at all!
�Conclusion: All Books on project management suck?
Project Management does not work – Lesson #3:
• You‘re buying THE project management bible …
• … and print out 3 forms from its DVD …
• … but the team members:
* Start calling you ‚bureaucratic moron‘!
* Fill out those forms only under protest and sloppy!
* Or ignore them at all!
�Conclusion: All Books on project management suck?
#01. THE PROJECT MANAGEMENT LIE
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So what went wrong?
• Never use any PM method across the board!
• Before using any tool/method ask yourself:
* Is the technique delivering what I need?
* Could I do without it?
* What does it bring?
�It‘s not the method – it‘s the modification!
So what went wrong?
• Never use any PM method across the board!
• Before using any tool/method ask yourself:
* Is the technique delivering what I need?
* Could I do without it?
* What does it bring?
�It‘s not the method – it‘s the modification!
#01. THE PROJECT MANAGEMENT LIE
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Setup your own rules!
• Never dictate any methods or tools!
• Enforcements don‘t create acceptance
• Ask the team members:
* How can we do this more effective?
* How do we treat tasks?
* Which tools for PM shall we use?
* How do we treat delays/slippage?
* How do we handle risks?
* and so on …
�Acceptance always comes before the method!
Setup your own rules!
• Never dictate any methods or tools!
• Enforcements don‘t create acceptance
• Ask the team members:
* How can we do this more effective?
* How do we treat tasks?
* Which tools for PM shall we use?
* How do we treat delays/slippage?
* How do we handle risks?
* and so on …
�Acceptance always comes before the method!
#01. THE PROJECT MANAGEMENT LIE
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Keep in mind:
• Only use methods that fit to your team
• Better inefficient & accepted than
efficient & not accepted!
• There‘s no „Too simple!“
• It‘s not about creating something new …
• … but about creating something of your own
�Never use a solution out of the book!
Keep in mind:
• Only use methods that fit to your team
• Better inefficient & accepted than
efficient & not accepted!
• There‘s no „Too simple!“
• It‘s not about creating something new …
• … but about creating something of your own
�Never use a solution out of the book!
#01. THE PROJECT MANAGEMENT LIE
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Plan your project “Hitchcock Style”:
• Go from big to small:
* Start with a work breakdown structure
* Define your quality criteria
* Break down the tasks & time estimations
* Define priorities and interdependencies
* Define your Milestones and Deadlines
* Create a risk plan
�Project Management only works when used in
the right order!
Plan your project “Hitchcock Style”:
• Go from big to small:
* Start with a work breakdown structure
* Define your quality criteria
* Break down the tasks & time estimations
* Define priorities and interdependencies
* Define your Milestones and Deadlines
* Create a risk plan
�Project Management only works when used in
the right order!
#01. THE PROJECT MANAGEMENT LIE
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»I am the Project Leader – so
I have to lead the team!«
»I am the Project Leader – so
I have to lead the team!«
LIE #02LIE #02
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The role of the Project Leader is not …
• … to lead his team
• … to think for his team members
• … to run the individual departments
• … to track the status of each individual task
• … to dictate the rules
�The strongest Leaders have the weakest teams!
The role of the Project Leader is not …
• … to lead his team
• … to think for his team members
• … to run the individual departments
• … to track the status of each individual task
• … to dictate the rules
�The strongest Leaders have the weakest teams!
#02. THE PROJECT LEADER LIE
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The wise Project Leader…
• … delegates responsibilities to team members
• … does not give the answers but raises the questions:
* Who does…?
* What (Goal + Definition)?
* Why (Cause)?
* For what?
* Until when?
* How (to get there)?
* With what?
�A smart Leader does not lead but enables!
The wise Project Leader…
• … delegates responsibilities to team members
• … does not give the answers but raises the questions:
* Who does…?
* What (Goal + Definition)?
* Why (Cause)?
* For what?
* Until when?
* How (to get there)?
* With what?
�A smart Leader does not lead but enables!
#02. THE PROJECT LEADER LIE
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But that does not mean …
• … that a PM has nothing to do!
• In reality a PM does not have one role but six:
* Production
* Marketing
* Research & Development
* Human Resources
* Finance & Controlling
* Managing Director of the project
�Managing the project workflow is only 20%
of a Project Manager‘s work!
But that does not mean …
• … that a PM has nothing to do!
• In reality a PM does not have one role but six:
* Production
* Marketing
* Research & Development
* Human Resources
* Finance & Controlling
* Managing Director of the project
�Managing the project workflow is only 20%
of a Project Manager‘s work!
#02. THE PROJECT LEADER LIE
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»We have to plan
for this Deadline!«
»We have to plan
for this Deadline!«
LIE #03LIE #03
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PROJECT
TRIANGLE
Quality
Time/Deadline Cost/Budget
#03. THE DEADLINE PLANNING LIE
Chose
two!
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You’ve been here before?
• Gold Master date is October ´06
• First Milestone is not delivered on time
• Do you adjust GM date & planning?
• No! You will say:
* We‘re still on track
* Those MS are not that important
* We will catch up later in the project
* We will throw in more resources
�Guess what: Game won‘t be finished Oct ´06!
You’ve been here before?
• Gold Master date is October ´06
• First Milestone is not delivered on time
• Do you adjust GM date & planning?
• No! You will say:
* We‘re still on track
* Those MS are not that important
* We will catch up later in the project
* We will throw in more resources
�Guess what: Game won‘t be finished Oct ´06!
#03. THE DEADLINE PLANNING LIE
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Common Mistakes
• Planning MS dates in a way to keep
the (impossible) deadline
• Assuming that all MS tasks will be
finished on time
• Assuming that more resources will
solve the problem
• In case of failure: plan even more
for next project
�If you want to keep deadlines – don‘t plan with them!
Common Mistakes
• Planning MS dates in a way to keep
the (impossible) deadline
• Assuming that all MS tasks will be
finished on time
• Assuming that more resources will
solve the problem
• In case of failure: plan even more
for next project
�If you want to keep deadlines – don‘t plan with them!
#03. THE DEADLINE PLANNING LIE
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Plan results-oriented
• What to you want to achieve?
• How much effort does it take?
• What cost will those efforts create?
• What resources do you have?
• How long will it take with those resources?
�Don‘t plan for the deadline – plan for your resources!
Plan results-oriented
• What to you want to achieve?
• How much effort does it take?
• What cost will those efforts create?
• What resources do you have?
• How long will it take with those resources?
�Don‘t plan for the deadline – plan for your resources!
#03. THE DEADLINE PLANNING LIE
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»We have to be
cheaper than the rest!«
»We have to be
cheaper than the rest!«
LIE #04LIE #04
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How to win a pitch – and lose nevertheless:
• Publishers go for the price tag …
• … so let’s calculate below estimated effort …
• … win the pitch and start …
• … and pray for a budget raise during development!
�You know what? You’re doomed!
How to win a pitch – and lose nevertheless:
• Publishers go for the price tag …
• … so let’s calculate below estimated effort …
• … win the pitch and start …
• … and pray for a budget raise during development!
�You know what? You’re doomed!
#04. THE CHEAPER THAN THE REST LIE
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What a publisher really wants:
• He wants to get what he’s paying for
• He wants reliable developers …
• … who deliver what they’ve promised
• A Publisher pays every price if he
believes in the solution
�No sane Publisher decides on basis of the price!
What a publisher really wants:
• He wants to get what he’s paying for
• He wants reliable developers …
• … who deliver what they’ve promised
• A Publisher pays every price if he
believes in the solution
�No sane Publisher decides on basis of the price!
#04. THE CHEAPER THAN THE REST LIE
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How to get the budget you need:
• Make clear what he gets for the money …
• … and what he does not!
• Don’t cloud costs – make them transparent
• Instead of offering one big price, split it up …
• … and show all different expense factors
• Agree on renegotiations for parts that can not
be scheduled precise enough at this stage
�Your competitors are not cheaper, because they’re cheaper,
but because they forgot to list tasks!
How to get the budget you need:
• Make clear what he gets for the money …
• … and what he does not!
• Don’t cloud costs – make them transparent
• Instead of offering one big price, split it up …
• … and show all different expense factors
• Agree on renegotiations for parts that can not
be scheduled precise enough at this stage
�Your competitors are not cheaper, because they’re cheaper,
but because they forgot to list tasks!
#04. THE CHEAPER THAN THE REST LIE
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»We‘ve been surprised by
an unpredictable risk!«
»We‘ve been surprised by
an unpredictable risk!«
LIE #05LIE #05
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Who needs Risk Management anyway?
• Risk = unpredictable event?
• “You have to live with it!”
• “Somehow it will turn out all right!”
• This philosophy excludes RM automatically
�Don‘t mix up „unpredictable“ with „unexpected“!
Who needs Risk Management anyway?
• Risk = unpredictable event?
• “You have to live with it!”
• “Somehow it will turn out all right!”
• This philosophy excludes RM automatically
�Don‘t mix up „unpredictable“ with „unexpected“!
#05. THE UNPREDICTABLE RISK LIE
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The four steps of successful RM
1. Risk gathering
2. Risk evaluation
3. Risk counteractive measures
4. Risk ownership
� Professionals evaluate risks – Heroes take risks (and are
rewarded with a nice tombstone…)!
The four steps of successful RM
1. Risk gathering
2. Risk evaluation
3. Risk counteractive measures
4. Risk ownership
� Professionals evaluate risks – Heroes take risks (and are
rewarded with a nice tombstone…)!
#05. THE UNPREDICTABLE RISK LIE
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Be pro-active!
1. Project control is a self-delusion …
2. … that leads to oversteering!
3. Ask yourself permanently:
* What could be the stumbling blocks of the near future?
* What could go wrong with the next tasks?
* How can we realise that as early as possible?
* What can we do to prevent it upfront?
� It‘s not about control – it‘s about anticipation!
Be pro-active!
1. Project control is a self-delusion …
2. … that leads to oversteering!
3. Ask yourself permanently:
* What could be the stumbling blocks of the near future?
* What could go wrong with the next tasks?
* How can we realise that as early as possible?
* What can we do to prevent it upfront?
� It‘s not about control – it‘s about anticipation!
#05. THE UNPREDICTABLE RISK LIE
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»The Publisher is
so darn stupid!«
»The Publisher is
so darn stupid!«
LIE #06LIE #06
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Publishers don’t know …
• … what they want!
• … what is technically possible (and what not)!
• … how development works!
• … how much it costs!
• … how long it takes!
• … how time-consuming it is!
�Really???
Publishers don’t know …
• … what they want!
• … what is technically possible (and what not)!
• … how development works!
• … how much it costs!
• … how long it takes!
• … how time-consuming it is!
�Really???
#06. THE STUPID PUBLISHER LIE
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1. The Control-Freak
• Wants to control EVERYTHING
• Interferes in EVERYTHING
Result:
• Team is blocked from doing its work
Reason:
• Feels uncertain
• Misses contact to the project
Solution:
�Replace control with contact!
1. The Control-Freak
• Wants to control EVERYTHING
• Interferes in EVERYTHING
Result:
• Team is blocked from doing its work
Reason:
• Feels uncertain
• Misses contact to the project
Solution:
�Replace control with contact!
#06. THE STUPID PUBLISHER LIE
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2. The Unreliable
• Does not keep agreements
• Does not take care for anything
Result:
• Comes with change requests out of the blue
Reason:
• Is overstrained
• Is surprised by problems
Solution:
�Publisher needs problem advisor!
2. The Unreliable
• Does not keep agreements
• Does not take care for anything
Result:
• Comes with change requests out of the blue
Reason:
• Is overstrained
• Is surprised by problems
Solution:
�Publisher needs problem advisor!
#06. THE STUPID PUBLISHER LIE
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3. The Ignorant
• Does not know how long something takes
• Underestimates complexity & efforts
Result:
• Comes with impossible requirements
Reason:
• Misses professional background
• Misses (personnel) competence
Solution:
�Ask again & again patiently (do not play God)!
3. The Ignorant
• Does not know how long something takes
• Underestimates complexity & efforts
Result:
• Comes with impossible requirements
Reason:
• Misses professional background
• Misses (personnel) competence
Solution:
�Ask again & again patiently (do not play God)!
#06. THE STUPID PUBLISHER LIE
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4. The Problem-Seeker
• Makes a mountain out of a molehill
• Goes mental when slightest problem pops up
Result:
• Antagonises the whole team
Reason:
• Again: Uncertainty
• Feels lost and without guidance
Solution:
�Make clear decisions!
4. The Problem-Seeker
• Makes a mountain out of a molehill
• Goes mental when slightest problem pops up
Result:
• Antagonises the whole team
Reason:
• Again: Uncertainty
• Feels lost and without guidance
Solution:
�Make clear decisions!
#06. THE STUPID PUBLISHER LIE
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»I only trust my own
time estimations!«
»I only trust my own
time estimations!«
LIE #07LIE #07
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We all know it …
• Budgets are always too tight
• Deadlines are always too tight
• Your team members never deliver on time
• And if you ask them …
• … they will tell you, that they knew it before
�In game development the amount of work always gets
underestimated - why is that so?
We all know it …
• Budgets are always too tight
• Deadlines are always too tight
• Your team members never deliver on time
• And if you ask them …
• … they will tell you, that they knew it before
�In game development the amount of work always gets
underestimated - why is that so?
#07. THE TIME ESTIMATION LIE
![Page 43: Seven Lies my Project Manager told me | Ralf C. Adam](https://reader031.vdocument.in/reader031/viewer/2022030302/587dc6891a28ab1b498b73c9/html5/thumbnails/43.jpg)
4 reasons for wrong time estimations:
1. Your estimations are too rough
2. You estimate effort instead of duration
3. You estimate other people’s tasks yourself
4. You estimate with the wrong method
� Probability Law: There‘s a 87,5% chance that the real
project duration diverges from the average
value towards your worst case estimation!
4 reasons for wrong time estimations:
1. Your estimations are too rough
2. You estimate effort instead of duration
3. You estimate other people’s tasks yourself
4. You estimate with the wrong method
� Probability Law: There‘s a 87,5% chance that the real
project duration diverges from the average
value towards your worst case estimation!
#07. THE TIME ESTIMATION LIE
![Page 44: Seven Lies my Project Manager told me | Ralf C. Adam](https://reader031.vdocument.in/reader031/viewer/2022030302/587dc6891a28ab1b498b73c9/html5/thumbnails/44.jpg)
QUESTIONS?QUESTIONS?