I could write a book. In fact, I am…..
This is too simplistic.
Real story. VERY recent…..
(Boss) “Tuc, I want you to cancel that project. It involves integration. We don’t do integration in this IPT, too risky and can affect your annual report”.
(Tuc) “No chance. It’s going to come in ahead of schedule, under budget and to a performance they can only dream about”.
“Do what you’re told”.
2 weeks later….
“I thought I told you to cancel that project”.
“Sorry, I thought you might want to read the final trials report. Worked out even better than I thought”.
“Cancel it”.
“Put that in writing”
“OK” (He did).
Another 2 weeks….
(Tuc) ”Here’s the Data Pack for approval”.
“I told you to cancel”.
“The kit will be in theatre in a week or so, what’s your problem?”
“I’m not signing”.
“Tell you what, if it goes t*** up, I’ll take the hit; if it’s ok you can take the credit”.
“OK, put it in writing”. (Signs approval). “But I don’t like you making me look a prat”
“Put that in writing”
“OK” (He did)
Many moons later, upon return from sandy places……
(3*) “This kit is the dogs bollix”. (Remainder omitted due to OpSec, although it was said in open forum, with industry present).
Cardinal rules….
Persevere
Listen to the User
Ignore bosses who have never managed a project from start to finish.
As the subject is RMPA/MRA4, the action proposed at the time by those who knew was to declare planning blight. As approvals (and instruction!) to proceed came from way above the project manager or project director, “shutting down” was no longer in the gift of either.