James Baker Cameron Brown David VanAsselberg Information Systems 8825 Dr. Martha Myers December 7,...
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Transcript of James Baker Cameron Brown David VanAsselberg Information Systems 8825 Dr. Martha Myers December 7,...
![Page 1: James Baker Cameron Brown David VanAsselberg Information Systems 8825 Dr. Martha Myers December 7, 2005.](https://reader035.fdocuments.us/reader035/viewer/2022070403/56649f2f5503460f94c49900/html5/thumbnails/1.jpg)
James Baker
Cameron Brown
David VanAsselberg
Information Systems 8825
Dr. Martha Myers
December 7, 2005
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Examples Definition Focus on negotiations:
Schedule and budget Team conditions
Death march as a way of life
Agenda
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Characteristics:
Schedule has been reduced by half Staff has been reduced by half Budget has been reduced by half Scope has Increased by 50%
Death March Projects
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Why organizations attempt them Politics, politics, politics Naïve promises by marketing or senior
mgmt Intense competition caused by
globalization of markets, new technology Unexpected and/or unplanned
government regulations or other crises
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Types of Death March Projects
Hap
pin
ess
Chance of Success
High
HighLow
Kamikaze
Suicide
MissionImpossible
Ugly
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Focus: Negotiations
Develop rational estimates Accuracy for planning Credibility for negotiating
Identify possible trade-offs Applies triage principles 80/20 rule
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Focus: Negotiations
Negotiating Games Double and Add Some Reverse Doubling Low Bid Spanish Inquisition
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Focus: Negotiations
Negotiating strategies Avoid the instant estimate Avoid concrete estimates – provide ranges
and confidence intervals
Prepare for failure Be willing to quit Make challenging demands Be honest with team
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Focus: Negotiations
Hiring & Staffing Issues Virtuoso team Previous mission-impossible team Well-informed mere mortals Taking who you’ve got
Avoid taking on dead wood! Negotiate the right to assemble the
correct team
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Focus: Negotiations
Loyalty, Commitment & Motivation Money, benefits and comfort are hygiene
issues – they matter if they’re missing. Other options:
Extended vacation Paid sabbatical Perks – cool technology toys, paid data
access, etc Negotiate the right to offer unique
incentives
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Focus: Negotiations
Issues with Overtime Overtime is a temporary solution Overtime presents diminishing returns on
a daily, weekly and project-long basis Overtime has a natural, physical limit Negotiate the ability to control overtime
sensibly
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Net Productivity VS. Hours Worked
40
Hoursper Week
60 80 90 100 120
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Death March as a Way of Life More and more projects can be
considered a death march Some organizations are knowingly
accepting lower quality in exchange for greater output
Some organizations are unknowingly adopting bad practices because of previous successful death marches
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Questions?