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Mon, Oct 12, 2009 7:29 EDT

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Posted by: Jim Vaughan in Best Practices Topic: IT Organization ManagementBlog: The IT Project Management Blog
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I have noticed lately that organizations no longer seem to hold people to account. When someone misses a deadline they typically have some excuse and everyone will forgive and even feel sorry for the person who failed to meet their objective. I admit that I am not a very empathetic person but I am sympathetic to real needs. I do take accountability for my own actions and probably hold myself to account more than others hold ME to account.
Many organizations deliver late causing lost market share or even complete failure for their organizations. Millions of dollars are spent and corporations have nothing to show for the effort. Projects get late one week at a time, one day at a time and one minute at a time. Much of this tardiness is the result of the simple fact that organizations tolerate tardiness. Organizations do not hold people to account and therefore allow schedules to slip.
Back when I was at Motorola, and we were operating at our peak performance, we were all held to account. If you missed a date you were called out on to the carpet. We all held one another to account. If anyone I worked with in those days is reading I would like to thank you for holding me accountable. I would like to thank you for calling me out on the carpet.
You see, my friends, holding one another accountable did not separate us from one another, rather it made us closer. I remember some very tough conversations and ill feelings that were had during those days. But I will take those tough talks and ill feelings over watching a project delay and delay only to be buried over in the company landfill. The tremendous feeling of accomplishment and the relationships I built were well worth any pain I might have suffered.
Contrary to what you might think, holding one another accountable and working through problems actually strengthens relationships. It is much like being in a family that has certain expectations of each member. In fact I often felt like the people I worked with were family. Those relationships that were built continue to live on.
Next time I will provide a method for holding others to account.
I totally agree and would go one step further: This is a huge problem most companies face across the board, not just in projects.
“I have noticed lately”? I guess, Jim, it was said ironically, because this was state of affairs forever!
Why? Because this behaviour is embedded into the system! I can’t say it better than it was said in Jeff Patton’s blog Jan 2, 2009:
“It takes lots of people to build software. We need to arrange all these works into a dependent sequence. Each person strives to create their “work product” on time with high quality.
If we’re unable to do that, it’s easy to blame others upstream.
I’ve always refer to waterfall development as a “CYA Process.” The coolest thing about a waterfall is that it allows me personally to succeed, regardless of the end result. Cleverly built into a waterfall is a variety of scapegoating mechanisms that allow us to blame other people or outside influences for a failure. Given this important value of demonstrating personal competence, and keeping me personally safe, a waterfall process seems like an ideal process choice.”
(http://agileproductdesign.com/blog/agile_is_culture_not_process.html)
I thought, agile methodology offers a good mechanism against declarations like "It's not my problem. The hole is in their side of the boat”.
I doubt we can solve a systemic problem with good intentions. Can’t wait to see your proposal for holding others to the account.
Truly,
Eugene Nizker,
Evident Point Software