There’s rarely a single cause for why a software or systems project goes off the rails. Normally, project problems are a consequence of human, organisational, and process-related issues caused by things like poorly defined requirements, scope creep, poor planning and tracking, poor line management oversight, poor communication, and difficult client relationships. Sometimes projects really hit the buffers and matters end up in the law courts. More often than not, however, client and supplier executives recognise that failure is, for one reason or another, not an option and so they agree to do what it takes to get the project back on the rails and get the system delivered. One of the Badger’s formative experiences was being part of a small team tasked with getting one of his employer’s major fixed-price projects back on the rails. The project was a basket case exhibiting all the causal characteristics noted above, but the system to be delivered was strategically and politically important to the client and supplier alike. Turning it around was hard work but a great learning experience.
One of the Badger’s colleagues on the fix-it team, Jock (not their real name), was an experienced Scotsman with a sense of humour. Their task was to re-establish a comprehensive, contractually compliant, Functional Specification for the system that was fully agreed with the client. This meant Jock and others, including sometimes the Badger, met with the client’s team of operational users and contractual minders for daily functional discussions over many weeks. It was soon evident that Jock was objective, entirely focused on his task, and masterful in corralling those with different opinions and functional perspectives to a common agreement. Eventually a new Functional Specification, the lynchpin to getting the project back on the rails, was formally agreed. Jock had been firm, fair, and engaging throughout. Although he’d built a good relationship with the client team and great respect within the project team, he didn’t consider himself a natural leader or negotiator.
What did the Badger learn from working with Jock? Firstly, to recognise the difference between a negotiable issue and a non-negotiable principle. Secondly, to say ‘No’ and mean it when it’s appropriate and necessary. Thirdly, that saying, ‘Yes, but that’s not part of the contracted baseline’ unemotionally and assertively is an effective way of saying ‘No, you can’t have it unless we agree the impact and price’. The Badger learned something else too, namely that Jock was a natural leader, and that leaders don’t have to be extroverts, aggressive, intolerant, petulant, or have a distant demeanour. Jock demonstrated that natural leaders are relatable, build respect, have a backbone and principles, don’t clamour to be in the spotlight, and remain objective and fair under pressure. When a project goes off the rails, we should remember that it’s people like Jock rather than company executives who really get it back on the rails.
