When Best Practices Become Worst Practices

by David Constant

In my consulting practice, one of the problems I observe repeatedly is what I call the "best practices syndrome," whereby an organization hears of or researches the best practices in a certain area -- requirements analysis, estimating, process improvement, development methods, you name it. The organization then says, "OK, let's bring those practices inhouse to improve our performance." Staff members are sent away to take courses or are trained inhouse, documentation and possibly tools are purchased or created, and a standard or policy is issued to practitioners stating that "we now do it this way." A year later, the organization doesn't consistently follow these practices (or not all divisions within the organization follow them); people feel guilty -- or smug -- about not using these practices; and in several cases, the practices slow down projects or make initiatives more costly.