On Dec 13, 2007, at 3:37 PM, D E wrote:
> I'm working on an important redesign project for my company and
> found out recently
> that a project manager (not a designer and not directly involved in
> the project) spent some of his/her own time
> coming up with a functioning wireframe prototype for this project.
> In fact, this same person has been "shopping it around" to our
> development folks and hasn't involved the core project team in these
> discussions.
Sounds to me like there may be a teaching opportunity here for the
team, if you can broach it so that it doesn't become a public
smackdown of this person. If the Dev team is vested in the methods of
the current team approach, then every last one of them he approached
should have known "This isn't the way things should be done", and they
should have told him and (gracefully) brought you into discussions.
If they didn't do that:
* Maybe they aren't being kept in the loop on "how things are done"
* Maybe they don't agree with "how things are done" and were willing
to go along with an alternative
* Maybe they don't care and will just take whatever is fed to them by
someone "in power"
* Maybe they don't feel that they have the right/ability to say "This
is wrong"
* Maybe how you think "things are done" isn't how he thinks they are
* Or worse, maybe how you think they are done is just something they
let you think while they go and keep doing things their own way
(Of course, you did find out what was happening, so someone must have
spoken up somewhere.)
Can you tell I've hit each of those situations at some point in the
past?
The problem here isn't so much that he put together a flawed design,
or that he put together a design at all, but that he felt that it was
okay for him to do so. There's some root failure here; perhaps on the
individual level, but likely quite a bit more pervasive.
-- Jim Drew
[EMAIL PROTECTED]
http://www.soundskinky.com/blog/
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