The last half of my life's work was sorting out other people's problems. You'd have thought that all possible mistakes could have been made and by now controlled and managed. The vast annals of programme and project failures would have been documented and lessons learned.
Not a bit of it. It kept me employed for years and years but today I doubt I'd be in a job very long as I'd probably upset too many people and they'd all be off with some sort of PTSD or some other such.
So on an occasion I answered a plea from a customer who's projects and overall programme were just a mess. The usual suspects, no formal specification, no measurable goals, over budget, uncontrolled change and no gelling team work, blah blah blah. They were in a bit of a state and I did my usual thing of saying that I'd take a week or two to analyse what was going on and then bring it back on line.
Doing due diligence is key and interviewing everyone, getting the documents together and sorting out things like Programme Office and so on. You find out a lot when you interview people. Those who have something to hide, those who are downright hostile, those who haven't got a clue, those who lack management or financial ability and so on.
The picture comes together and it can be all sorts of things including lack of proper management and support etc., culture or lack of it, company politics etc. After a period of time you come up with a plan. It can be shock and awe, it can be subtle like moving key personnel, it can also be hiring and firing and it can also be a realignment of individuals or the whole team.
When you act after planning it all out there needs to be a strong direction, fairness and some sort of measurement of your actions and as well as the team. It's all basic stuff but it is fair, proportionate (to what you've found) and decisive.
So on the particular job I'm talking about. A few £million off target and overspent, I made some sweeping changes. Team members were sacked, some were reassigned and some were sent back to their departments with explanations as to why they were no longer part of the programme or projects underneath it. The whole programme was tightened up and made measurable and areas where risks or gaps were discovered were to be reviewed by a new technical and management panel of various good people who would be a steering group if you like.
The impact was startling and the shock was felt around the business. I recall having a difficult conversation with some of the people outside of the programme who were not expecting me to have gone in so fast and so deep cutting away the "Infected areas" and opening the programme up. Did you want a strong programme manager to stop haemorrhaging money, get the programme back on track, take out the internal problems stopping it being delivered or not? You could see how uncomfortable they were and you could see the internal politics at work. Long term people had lost their jobs or been reassigned, my sponsor knew what I was doing but they really disliked the impact shocks.
Did they want to never get finished and continue to lose money, have lots of infighting, tie up their resources for months and years? No but they didn't like what had to be done to do it.
Goes back to what things happen in the real world. Stuff at the present needs to happen and the threats are already here and have been for a decade or more. Start to look at the economic issues brought about from foot shooting political decisions and then plot the rise of India and china and the BRICs group. There's very little left that we produce ourselves and that we do is under threat through blind ideology.
The medicine tastes horrible but the disease really will give you a cold that will last a lifetime. Me? I'm p1ssing in the wind when I tell people what a power house China and India actually are and we are heading headlong into finding out. FAFO.