The power of sharing the rules

“More access to information doesn’t bring people together, often it isolates us.”
The process of setting a PMO could crash against some undeclared realities. While it is quite easy to fight the perception of the bad cop (ready to deliver a ticket for every mistake), the effort to set policies destined to ease the flow of information create some frictions.

Knowledge is power (ignorance is a form of defense)

However, knowledge with no communication is a defensive weapon. When people feel under siege, the analogy with the hedgehog is almost obvious. No leakage is allowed, when the information can be used for creating or improving a case against the under performing person or team.

Usually the lack of clear targets (what shall be done and how its properties – a k a qualities – will be gauged) creates this situation.

One of the symptoms, to be checked for better and quickly understanding this scenario, can be easily spotted with a friendly chat over a cup of coffee.

Any condition is special. The adoption of common standards is almost impossible.

After many years of working in many different realities (both industrial and cultural) doing the very same things, I discovered that the pure and simple incompetence (mixed with intellectual sloth) creates insurmountable barriers between the existing (flawed) situation and a reasonable sub-set of conditions set on the specific industrial standards.

Personal bureaucratization

Some software blogs spend a considerable amount of energy ranting against systems. These are presented as a bulwark set by too distant management for defending their tenures. In the same way, other procedures – with different names – are proposed with the caveats that are specific for the single team.

In my opinion, this means to wipe out our history (both art and science). Rules are applied in the art (e.g. from prospective to Cubism) as well as in the science. In both areas, the actor (scientist or artist) is valued for his/her ability to cope with reality. Therefore, any personal interpretation has to follow some metrics (e.g. Joyce’s Ulysses).

Working in a team that is part of a project (possibly a program) framed into a company strategy, means to deal with other people. Thereby, setting common procedures (e.g. from language to calendar) make possible to reach the target. Furthermore, if it could include some negotiations with who has imposed not realistic conditions.

Fighting the fear

Moreover, for who is working in a consultant position (i.e. Time & Material) the policy of dragging the problems through the continuous ignorance of the elephant under the carpet does not change the result. Some monies gained in this way are lost in terms of self respect and a sound professional profile.

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Today I added the Lesson Learned Report. From my viewpoint, the log can be more properly substituted by Issue and Risk registers.