Processes should exist as a catalyst for getting work done, not to slow it down. Checks and balances are needed to ensure nothing slips through the cracks, not to cover one team’s tracks so the next in line can be blamed. Documentation is prepared to pave the way for others who follow, not to constrain projects till every excruciating detail is noted.  Dates are necessary for planning, scheduling resources and aligning other work, but need to be kept real.

Some PMs get caught up in demanding these elements from their teams and resources. Releases don’t get scheduled till project codes, install instructions, help guides, dev complete dates, QA completion notices, team-to-team hand off meetings, multi-layered sign-offs and varied support procedures among other things are in place. By then the business (client) needs move on, project demands change, resources shift.

It’s here that a customer focus plays a crucial role.  A customer focus can shed new light on questions like – how can the process minimize redundancy and overhead while maximizing productivity and utilization? Does the process have to be so standardized? Where can you make the process flexible?

My two cents in conclusion: question the rigidity of processes and other must-haves; be alert to these things when they start becoming roadblocks.

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