If you're an Agile practitioner of any sort you will understand what I mean by Armchair Generals (if not, it may be an idea to check if you are one..).
Apropos of nothing an email arrives that questions the management of your project in terms of whether it is properly 'Agile'.
Feedback is, of course, a great tool. But it must always be understood within the context of the person providing it.
So when the email lands questioning the type of contingency you've built into your project or the depth of analysis performed on your requirements set, ask yourself:
1. Has the questioner spotted something you and the team have missed? It happens. That's why independent reviews can be helpful.
2. Has the questioner misunderstood something about your project? If so, maybe your communications weren't quite clear enough or they've missed something - it happens, we're all busy.
If the questioner has understood the topic correctly and is simply disagreeing with you:
1. They may know something recent that you've not heard about yet.
2. They may be very experienced and are anticipating something you haven't.
Or alternatively, they could be regurgitating their very limited knowledge in an effort to appear knowledgeable.
This is where we find the Armchair General.
Usually this person has completed an Agile PM qualification of some sort and had at least a decent flick through the associated manual. In their minds (despite often never having delivered a project themselves) this qualifies them to tell experienced Project Managers how best to work.
As so often, language is the give-away. Armchair Generals tend to come out with phrases like:
"But the book says..."
or
"But that's not how we usually do it."
or
"But Agile says..."
They also disintegrate when challenged with:
"So what's the disadvantage of doing X over Y?"
or
"What's the rationale for doing it your way?"
You are unlikely to get a satisfactory answer but it's more constructive than either caving to their pressure or starting an argument (especially as they're likely to be senior to you).
It's not personal, so don't react as if it is. Challenge appropriately and see if you can educate them a little on the realities of the front-line.
And ultimately, if they steamroller you, keep an audit trail of the exchange!
Apropos of nothing an email arrives that questions the management of your project in terms of whether it is properly 'Agile'.
Feedback is, of course, a great tool. But it must always be understood within the context of the person providing it.
So when the email lands questioning the type of contingency you've built into your project or the depth of analysis performed on your requirements set, ask yourself:
1. Has the questioner spotted something you and the team have missed? It happens. That's why independent reviews can be helpful.
2. Has the questioner misunderstood something about your project? If so, maybe your communications weren't quite clear enough or they've missed something - it happens, we're all busy.
If the questioner has understood the topic correctly and is simply disagreeing with you:
1. They may know something recent that you've not heard about yet.
2. They may be very experienced and are anticipating something you haven't.
Or alternatively, they could be regurgitating their very limited knowledge in an effort to appear knowledgeable.
This is where we find the Armchair General.
Usually this person has completed an Agile PM qualification of some sort and had at least a decent flick through the associated manual. In their minds (despite often never having delivered a project themselves) this qualifies them to tell experienced Project Managers how best to work.
As so often, language is the give-away. Armchair Generals tend to come out with phrases like:
"But the book says..."
or
"But that's not how we usually do it."
or
"But Agile says..."
They also disintegrate when challenged with:
"So what's the disadvantage of doing X over Y?"
or
"What's the rationale for doing it your way?"
You are unlikely to get a satisfactory answer but it's more constructive than either caving to their pressure or starting an argument (especially as they're likely to be senior to you).
It's not personal, so don't react as if it is. Challenge appropriately and see if you can educate them a little on the realities of the front-line.
And ultimately, if they steamroller you, keep an audit trail of the exchange!
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