Failure is not the worst thing that can happen to a person.
Permitting the fear of failure to stop you from trying is much worse.
Achieving Excellence: 6 Steps to getting the best from your teams
As the leader of many technical and marketing teams over the past 15 years, I found these six steps to help us achieve success. They are:
This week I will explore the first two topics:
Set High Goals
The first thing to remember is that the requirements are golden. These requirements establish the framework and boundaries of the project. These required functions or features are what will make the project or product unique and profitable. If not, then there should be some serious consideration about whether it should be a requirements.
Along with the requirements are the dangerous “nice-to-have” features. These are the functions and features that usually come into a project by way of “feature creep”. These were not in the original specification but are added along the way because they are “easy” to implement. These are often the part of the project that creates delays and cost overruns. If there is a request for a new feature or function, then they must be formalized in an amended requirements document.
When setting the goals for your team, make sure you do your own research to make sure the goals are achievable within the given budget and schedule. Setting high goals are important for growth, but they must be achievable or both the team and the firm loses.
Don’t Settle for Close Enough
The schedule of the project is not negotiable once it and the requirements are frozen. The discipline of freezing the requirements is critical for success. Missing a schedule is usually the worst thing that can happen to a firm: customer promises are broken, cost overruns occur, and revenues forever lost.
Cost is key as well. Schedule overruns will increase costs, as will feature creep and inadequately researched goals. Do your homework and determine whether increased project cost or increase piece-part cost is preferred IF cost is going to increase.
Sometime reality sets in and requires you to settle for less than you desire. My rule is to allow this only when the team agrees that it cannot be done in the time/cost needed and outside experts agree with them.
Doug has helped dramatically improve performance, create compelling competitive advantage, and maximize profits at Fortune and Global 1000 companies like General Electric, Honeywell, Ericsson, Meritor, and Schneider Electric.