Hi,
I got this from a popular tech website.
1) Requirement Slippage: "What can I do if the client does not stick to his requirements?" Any techie you come across must have either made this excuse or must have come across it. Many times, when the team members in a particular project are about to complete the project keeping the client's requirements in mind, they are insisted to either make certain changes in the project or bring in some addition to it. Requirement slippage is a genuine problem faced by team members in a project, but many times it becomes the easiest excuse for any techie if the project is delayed. This excuse is often validated by the organization, and the team members can easily prove themselves impeccable.
2) Wrong Project Estimation: Project estimation is usually given by a module leader who is not deeply associated with the project. He or she is the one who builds a relationship between the client and the project team and integrates the module's findings into the broader project work. Usually, when the project demands some more time to be delivered, the team members crib about the project not being estimated in an appropriate manner. At times, the requirement is underestimated, the time frame is not fixed in sync with the project, and the entire project is not compatible with the engineers working on the project. This excuse has a broader dimension as any one part of the project estimation could become a reason for extending the time for project delivery.
3) Work Overload: Attrition is no big news in the IT industry. Software professionals deal with immense pressure in coding their programs correctly. In such a case, when one team member resigns, the existing team members are overloaded with the pending work of the ex-employee. And in such a case, the priorities of the project team members change, and this becomes another excuse for team members.
4) Infrastructural Issues: Well, if nothing works out, then this is the excuse to which everyone resorts. Blame it on the company's infrastructure. Indian IT infrastructure usually lacks effective resources like the availability of power and high bandwidth. So probably one could understand the frustration caused due to a technical snag. Each time there is an infrastructural slowdown, the efficiency of employees comes down.
5) Information Does Not Get Passed On, Lack of Understanding of Processes: Communication of the project details seems to be another area for making an excuse. If the project is not delivered on time, the problem could be directed to the organizational processes. The discrepancy in the understanding of a project requirement is one point that the techies pick on to make an excuse.
6) Health Issues: This is the most common excuse that prevails in every sector. This is one area where the employees can't be questioned further. It has been widely seen that many IT professionals take sick leaves on Mondays because they are reluctant to work on Mondays after a relaxed weekend.
7) Unplanned Holidays: Take the recent verdict on Ayodhya. The fear of the consequences of the judgment led all the IT companies to work for only half a day. Most of the holidays are granted to IT professionals due to bandhs at both national and state levels. The major development of the project comes to a halt when an organization remains closed for a day or half. And this is often a valid reason for the failure of delivery of the project on time.
8) Lack of Proper Skill Set in a Team: The experienced team members, often accountable to higher authorities, blame it on the unavailability of skilled engineers in the project. The hiring of additional developers late in the software development cycle, after not meeting some deadline, is often the factor in delayed contributions from the newcomers as they take time to familiarize themselves with the project. This contributes to a great deal of time lost in coordinating their joining the group.
9) Poor Planning or Management: The role of the project manager is not only to give the final word to the team members and to arrive at a particular timeline for the project. If the person taking on the role of the project manager has poor planning and managerial skills, the team members could point this as a reason for the project fall over.
10) Quality Control and Documentation: The major problem of a late-running project. Many engineers try to find an excuse for the sake of quality assurance. It is easy to get away with this excuse as the client is also willing to compromise with the deadline for the sake of quality.
From India, Calcutta
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I got this from a popular tech website.
1) Requirement Slippage: "What can I do if the client does not stick to his requirements?" Any techie you come across must have either made this excuse or must have come across it. Many times, when the team members in a particular project are about to complete the project keeping the client's requirements in mind, they are insisted to either make certain changes in the project or bring in some addition to it. Requirement slippage is a genuine problem faced by team members in a project, but many times it becomes the easiest excuse for any techie if the project is delayed. This excuse is often validated by the organization, and the team members can easily prove themselves impeccable.
2) Wrong Project Estimation: Project estimation is usually given by a module leader who is not deeply associated with the project. He or she is the one who builds a relationship between the client and the project team and integrates the module's findings into the broader project work. Usually, when the project demands some more time to be delivered, the team members crib about the project not being estimated in an appropriate manner. At times, the requirement is underestimated, the time frame is not fixed in sync with the project, and the entire project is not compatible with the engineers working on the project. This excuse has a broader dimension as any one part of the project estimation could become a reason for extending the time for project delivery.
3) Work Overload: Attrition is no big news in the IT industry. Software professionals deal with immense pressure in coding their programs correctly. In such a case, when one team member resigns, the existing team members are overloaded with the pending work of the ex-employee. And in such a case, the priorities of the project team members change, and this becomes another excuse for team members.
4) Infrastructural Issues: Well, if nothing works out, then this is the excuse to which everyone resorts. Blame it on the company's infrastructure. Indian IT infrastructure usually lacks effective resources like the availability of power and high bandwidth. So probably one could understand the frustration caused due to a technical snag. Each time there is an infrastructural slowdown, the efficiency of employees comes down.
5) Information Does Not Get Passed On, Lack of Understanding of Processes: Communication of the project details seems to be another area for making an excuse. If the project is not delivered on time, the problem could be directed to the organizational processes. The discrepancy in the understanding of a project requirement is one point that the techies pick on to make an excuse.
6) Health Issues: This is the most common excuse that prevails in every sector. This is one area where the employees can't be questioned further. It has been widely seen that many IT professionals take sick leaves on Mondays because they are reluctant to work on Mondays after a relaxed weekend.
7) Unplanned Holidays: Take the recent verdict on Ayodhya. The fear of the consequences of the judgment led all the IT companies to work for only half a day. Most of the holidays are granted to IT professionals due to bandhs at both national and state levels. The major development of the project comes to a halt when an organization remains closed for a day or half. And this is often a valid reason for the failure of delivery of the project on time.
8) Lack of Proper Skill Set in a Team: The experienced team members, often accountable to higher authorities, blame it on the unavailability of skilled engineers in the project. The hiring of additional developers late in the software development cycle, after not meeting some deadline, is often the factor in delayed contributions from the newcomers as they take time to familiarize themselves with the project. This contributes to a great deal of time lost in coordinating their joining the group.
9) Poor Planning or Management: The role of the project manager is not only to give the final word to the team members and to arrive at a particular timeline for the project. If the person taking on the role of the project manager has poor planning and managerial skills, the team members could point this as a reason for the project fall over.
10) Quality Control and Documentation: The major problem of a late-running project. Many engineers try to find an excuse for the sake of quality assurance. It is easy to get away with this excuse as the client is also willing to compromise with the deadline for the sake of quality.
From India, Calcutta
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Dear Subhabrata,
Of the points that you have mentioned, Point No. 7 is hardly an excuse. Shutting down because the Ayodhya verdict happens once in a blue moon, and it is not the order of the day.
What you have mentioned are the direct reasons for the delay in projects. Some additional and indirect reasons are as follows. These observations are based on my interaction with scores of software professionals over the last decade.
a) Clannishness. Software professionals are simply not ready to adopt the best industry practices from other sectors.
b) This clannishness is a result of over-pride or a superiority complex. Although the software sector contributes only 5% to the national GDP, software professionals often consider themselves the best brains in the world.
c) Lopsided emphasis on superficial aspects like body language and oral communication. These skills are undoubtedly essential, but they are no substitute for analytical thinking.
d) Disconnectedness of HR. In other industries, HR is involved with employees from entry to exit. In the software industry, HR is only present at entry and exit.
e) Lack of HR practices in some companies. Apart from the top hundred companies, I have encountered several software firms that lack a proper personnel department, let alone an HR department. It is common to find a single HR Executive (who identifies themselves as 'HR' rather than by their designation) coordinating with statutory, recruitment, payroll, and consultants for 100 or 200 employees.
These observations are based on my interactions over time, and I am not criticizing the industry per se. I have complete respect for professionals in this industry, just like any other industry professionals.
Ok...
Dinesh V Divekar
From India, Bangalore
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8036Of the points that you have mentioned, Point No. 7 is hardly an excuse. Shutting down because the Ayodhya verdict happens once in a blue moon, and it is not the order of the day.
What you have mentioned are the direct reasons for the delay in projects. Some additional and indirect reasons are as follows. These observations are based on my interaction with scores of software professionals over the last decade.
a) Clannishness. Software professionals are simply not ready to adopt the best industry practices from other sectors.
b) This clannishness is a result of over-pride or a superiority complex. Although the software sector contributes only 5% to the national GDP, software professionals often consider themselves the best brains in the world.
c) Lopsided emphasis on superficial aspects like body language and oral communication. These skills are undoubtedly essential, but they are no substitute for analytical thinking.
d) Disconnectedness of HR. In other industries, HR is involved with employees from entry to exit. In the software industry, HR is only present at entry and exit.
e) Lack of HR practices in some companies. Apart from the top hundred companies, I have encountered several software firms that lack a proper personnel department, let alone an HR department. It is common to find a single HR Executive (who identifies themselves as 'HR' rather than by their designation) coordinating with statutory, recruitment, payroll, and consultants for 100 or 200 employees.
These observations are based on my interactions over time, and I am not criticizing the industry per se. I have complete respect for professionals in this industry, just like any other industry professionals.
Ok...
Dinesh V Divekar
From India, Bangalore
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