©1999 by Brian Lawrence and Payson Hall. All rights reserved.

©1999 by Brian Lawrence and Payson Hall. All rights reserved.

I am cursed with a judgmental nature, and it irks me when people pretend that a mistake was something they planned.

I am cursed with a judgmental nature, and it irks me when people pretend that a mistake was something they planned.

I am going to make a bold statement here. I believe that it is possible to deliver IS projects on time, on budget, and to specification.

I am going to make a bold statement here. I believe that it is possible to deliver IS projects on time, on budget, and to specification.

© 1999 by Johanna Rothman. All rights reserved.

"When will the project be ready for beta?"

© 1999 by Johanna Rothman. All rights reserved.

"When will the project be ready for beta?"

I believe strongly that it is of utmost importance for a project team to have a thorough, complete project plan before deliverables are created. But time and again, I watch even experienced project managers eager to "make a mark" jump into deliverable-based work before a workplan, timeline, and estimate is developed and agreed to.

Theory: Strategic planning and business alignment must be driven by the organization's culture, direction, and vision.

The software development industry is one of continuous change -- if the development methodology is constant for several months, the technology changes; if the technology stays the same, the documentation standards change, and so on. It seems that we get so caught up in the pursuit of technology answers that we overlook basic project management tools -- perhaps because they are not intertwined with the latest technology.

According to Webster's, an "inalienable" right is a privilege that cannot be taken away or transferred. To be an effective manager, you need to establish certain inalienable rights with your team. Establishing them early means they won't be surprised when they are exercised. Such rights, properly exercised, will help transition you from "manager" to "leader."

According to Webster's, an "inalienable" right is a privilege that cannot be taken away or transferred. To be an effective manager, you need to establish certain inalienable rights with your team. Establishing them early means they won't be surprised when they are exercised. Such rights, properly exercised, will help transition you from "manager" to "leader."