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Cowboy, ego or seat-o'-the pants planning.
One person's decrees do not 'a project or product make'; it usually … ' a mess makes'. |
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What to do about it!
A 'One-Person' plan is just not sufficient in most cases since there will always be significant faults caused by a lack of detailed knowledge in some areas. Involve all who will make the decisions, run the schedules and budgets, do the design, development, production, marketing and provide support. The lone CEO, COO, Product Manager or Founder needs to rely on the considered experience and specialized skills of all others on the team in order to get a real picture of the PD effort.
Remember: two heads are always better than one… unless they're on the same neck.
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The Business Case is not clearly defined.
The project, product and financials are not clear to those involved. |
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What to do about it!
What the product means to the business from the financial, strategic and corporate image and profit points of view is extremely important to know prior to embarking on a PD effort. The financial issues need to be clearly thought out and outlined in the plan. Fund the planning effort; this will help create good corporate and investor faith about the business opportunity and team maturity. Detail enough of the effort to define what the business case really is; show how it can be justified. The impact of engaging in a PD project, the impact of a new product on the market and the cost vs. corporate return for the PD effort must be quite clear in order to have a chance at success.
Locate the ambiguities in the product, project or financials, then analyze them and justify the details. Perform periodic reviews with experienced people as a reality Check, and always emphasize what can and can't be controlled by your team. Reviews need to be considered, but they must not become a commodity practice within the process.
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©2003, Richard M. (Dick) Haney
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