I agree with everyone on the list and have experienced similar horror
situations over the years. Just to play the devil's advocate, there are
sometimes good business reasons for last-minute changes. I can't think of
any excuse for poor project management, though.


On 1/10/07, Gene Kim-Eng <[EMAIL PROTECTED]> wrote:
>
> This is the sort of thing that should be happening *before*
> decisions are made about changes.  The example that best
> illustrates (because most people will know it) are those
> "briefing room" scenes from "Star Trek," where the captain
> gathers the department heads around a table and gets all
> their inputs on the issues and possible consequences
> involved in a decision he has to make, then delivers the
> decision to them all in a group.  Compare that to the sort
> of "smoke filled room" process in many companies in
> which two or three executives who haven't a clue what
> their staffs will have to do to make their decisions work
> talk for a while behind closed doors and then the new
> requirements are communicated in some broadcast
> email that your immediate manager had no more idea
> was coming than you did.
>
> Gene Kim-Eng
>
>
> ----- Original Message -----
> From: "John Posada" <[EMAIL PROTECTED]>
>
>
> >I wouldn't expect a product manager to be able to anticipate or
> > consult on every issue that every department has with every decision.
> > I expect a manager to base a decision of what they think is best from
> > the product perspective. I then expect each department to speak up if
> > it is an issue that cannot be satisfied.
>
>
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