The stereotypical software developer is an introverted nerd who is much more comfortable looking at his computer screen in a dark room than engaging in conversation with another person. Many software developers, including extroverts, don’t follow the same discipline in managing communication with their customers as they do in producing the best possible code. This communication gap can be the biggest contributor to the frustration and even failure of software development projects.
In short, the client wants to know what will be done, by whom, when, and how much it will cost. Of course, there are many more things that business leaders will want to know and manage when planning to implement new software to automate important business processes. The project manager is responsible for ensuring the successful outcome of the project. As such, any change in feature/functionality (what), availability of resources and expertise (who), schedule (when), and funding required (how much), has the potential to significantly impact business operation.
Programmers have a natural tendency to work extra hard to make code do what’s expected when things go wrong or schedules fall behind for whatever reason. Taking the time at this critical stage to reassess the impacts of changes and delays seems to take away valuable time from getting the job done. Meanwhile, the business leader is aware that a problem exists without understanding the overall impact or expected resolution. The longer and more often this pattern persists, the uncertainty turns to frustration, which in turn breeds disappointment and ultimately results in rejection of the project and the project team.
Business leaders must expect software developers to deliver what they promised on time. They also understand that assumptions rarely turn out to be 100 percent accurate. That is true in all aspects of your business operation, people, customers, competition and more. They can certainly understand that developing software to automate complex business processes is likely to test their assumptions, no matter how diligent the planning was before development began. The key to maintaining trust and ensuring the success of any project is to continually manage the sponsor’s expectations.
While the focus here is on software development projects, the topic of communication in successful project management applies equally to construction forecasting, consulting services, make-to-order, and any other project that requires a series of steps to take over time. Project managers must establish disciplined habits, processes, tasks, and milestones for communicating with project sponsors. Assuming that funders armed with a copy of the project plan and access to electronic tools to monitor project status is enough communication is a big mistake.
Every project experiences changes at every step of the process. The response to these changes determines the final result of the project. Immediate communication about the change and its impact on time, resources, and/or cost will help keep all stakeholders focused on the bottom line. Small changes with seemingly insignificant impact should not be overlooked. There should be no room for uncertainty or doubt at any stage of the project. If the three keys to success in real estate are location, location, and location, the three keys to success in project management are communication, communication, and communication.