barcode reader sdk vb.net Resolving problems during close in Software

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Resolving problems during close
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One of the major reasons we do the work of project close is that we might nd problems that would otherwise have gone unnoticed. Usually, if we are prompt, it is fairly easy to take care of these items. A new check can be issued
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PART TWO A Project, Start to Finish
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to replace one that was lost. A copy of a contract closing letter can be sent a second time for signature, and so forth. However, sometimes problems are more complicated. Perhaps a vendor was promised a bonus for early delivery, but, when the item was delivered, changes were required. As a result, the delivery date is in dispute, and it is not clear if the bonus should be delivered. Perhaps a requirement was not written down, and, although it is in the product, it is not in the documentation, and no one is using it. In these cases, some con ict resolution or extra work is needed to bring this item and the project to a close. The good news is that you already have the tools to do this. The basic tools of same-side communication, including triangulation and the no-blame environment, work here, just as they worked at the beginning of the project. Speak to each party, and write up the perspectives of each party. These are your starting points. And a resolution satisfactory to all parties is on the other side of the gap. You have analyzed the gap, and now you can work to close it. As you cooperate with people, they will cooperate with you to come to good closure.
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Creating good closure on a failed project
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Not all projects succeed, and we now know many reasons for project failure. However, project failure does not need to be the end of the story. I used to think it did. I used to think that if things did not go right, people would never talk to me again. I have learned that I am wrong. Time does not heal all wounds, but it heals many of them. Here are two examples from earlier years of my consulting practice where things did not turn out well, and I was part of the problem, but I was able to come to good closure.  The un nished installation tool. I was asked to visit a company for a week and design an automated installation for Windows 95 to go out to hundreds of computers of 20 di erent types and brands. I put in some preparation time, but not enough. In addition, I asked the client to prepare one example of each kind of computer with complete system documentation, de ning every hardware and software component. When I arrived, they had three machines waiting, but no documentation. I learned that they were very short sta ed. I spent most of the week doing the work they did not do, and the rest working through some unexpected bugs in the installation program. When we were nished we had a way of installing Windows and some steps towards automatic installation of the programs, but we were far short of the
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CHAPTER 9 Transition to Production
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complete installation package at which we were aiming. In retrospect, if I had prepared for about four hours more than I did, I could have completed the job. But I encountered the 1:10:100 rule, and needed an extra 40 hours I did not have to nish the job. When I reviewed this with senior management, they saw that they did get some value from the trip, and that the failure was due to errors on both sides. We agreed to a nancial settlement of 50% of the project cost paid in return for the 50% delivered, and parted with respect for one another.  The strategic architecture plan that was not well received. I had spent two years building a good working relationship with a major state police agency. I had trained most of their computer sta in project management, and also done some executive-level training. I was asked to come in and facilitate a meeting to de ne key points of their strategic architecture for new computer systems. We held the meeting. Everything seemed to go well, especially considering the challenge of helping four di erent bureaus with very di erent missions and perspectives work together. I asked in what format they wanted the report to be written, and the question was answered by the administrative assistant to the head of the division. She told me what she wanted, and I told her that would take some extra time. She accepted that. What I did not know is that her boss did not approve either the time or the format; they had not had time to talk. I delivered. The head of the division was, to put it mildly, upset. We negotiated partial payment, and I thought I was saying a permanent good-bye to one of my biggest clients. A year went by. I needed a reference for my training program for another state agency. I thought that the training work I had done for the rst agency had gone well, even if the strategic planning had not. And it never hurts to ask. To my surprise, I was well received by the administrative assistant. She said that, looking back on it, everyone at the agency had been under a lot of stress, and there were a lot of reasons the plan did not work out. She gave me an excellent recommendation that got me a job with my new client in another state. What have I learned from all of this Quality work is rare. If we do our best to do good work and to maintain good professional relationships, we will make an impression that will outlast our failures. We will have a chance to try again. That is far from a universal law. Some people will want to forget the whole mistake. Actually, though, you can leverage that, as well. If someone wants to put a quick end to a project review, tell them that you want to take as little of their time as possible. Reach them on a personal and professional level,
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