On Sun, Aug 23, 2009 at 8:44 AM, Mashhoor Aldubayan<[email protected]> wrote:
> I'm wondering: how many of you think that writing a big report on
> the findings/recommendations for a project is inefficient?

Absolutely! But sometimes, it's the right way to approach the problem.
Let me explain...

> >From my experience, it seems that I end up discussing (and often
> justifying) almost every single thing I write on the report, no
> matter how logical it is.

This is often the case, and it can be incredibly frustrating. But if
the client is one of those big, bureaucracy-driven organisations,
sometimes the report is what they, and particularly senior management
who will end up okaying the recommendations you make, understand.

> Isn't a better way to just sit with the client's development team
> and/or management, and get things done together?

Definitely with the team. Especially if you can be embedded with them
and influence change on a day-to-day basis.

Again, management culture. Not every client will cope with the notion
of small, incremental change, in their development where it's not
justified or documented. I've seen this often in clients I work with,
especially those that have very bureaucratic management structures,
are very risk averse or who have strict change management models.

> I know Steve Krug is against reports, but I wanted to know what other
> professionals' take on this matter.

Given my 'druthers I'd do it Steve's way every time...

Pick your battles. Win the ones you can. Sometimes, writing a report
isn't one of them.

Steve C
-- 
Stephen Collins
[email protected]
+61 410 680722
@trib

www.acidlabs.org

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