Skip to main content

Project management is a little bit more than emails and Word documents

Picture it: the year 2000 on the beginning of the slide down the rough side the dot-com bubble. My boss, an obnoxious but insightful-in-retrospect Brit forwarded me a bunch of emails between a client and our company's IT team and tasked me with "cleaning up the emails" for the client. After a rough, confused start in which the technical team basically refused to help me because they thought the project was stupid, my boss said, "Listen, just throw the emails into a Word document, put in a table of contents, format it a bit and we'll send that to them and see what they think." 

It can't possibly be that easy, I thought. And yet, it was. The client was thrilled with version one and we were back in their good graces. It made no sense to me, but I was happy to be done.

It wasn't until I was on the client end that I realized what had happened with that project: the client's technical questions had been answered in emails, but in order to refer to the information, they had to dig through their archived emails, find the email that contained the answer (which almost always started with RE: and where the answer was often 3 or four emails into the discussion), and cross reference it with the other emails. Plus, if they wanted to pass on the knowledge, they'd have to forward every single one of the emails. It was, to dramatically understate it, inefficient. And so all they wanted was for us to take that information and put it in a single, shareable document where the question came before the answer. Simple, but effective.

This story from eleven years ago springs to mind because I'm currently working on a project in which the project management is exactly that: all tasks being done in emails (all of which have between 3-7 people CCed), multiple versions of documents being sent as attachments. There's no centralized documents, notes, knowledge base, task lists or event calendar. And this is from a huge company that should be better at it than this.

We now have Sharepoint, Google Docs and Basecamp among hundreds of other project management tools, and yet we're still trying to do projects like we were in the days of dialup. And that's sad.

Comments

Popular posts from this blog

Why you should be clicking the Google +1 button

One of the things that most makes me feel like I'm beating my head against a wall is when I'm trying to convince people to click reaction buttons like the Facebook Like button or Google +1 button on web pages. I think that most people just don't really think to do it when they read something that they like, but they should, because as Avinash Kaushik brilliantly termed it , it's applause.  Now, I kind of get why people shy away from the using the Facebook Like button: because it shows up on your Wall, has a chance to show up in people's stream and now shows up in the ticker. All of those things are great for people trying to promote their content and get more clicks, but it's not so great for those of us just trying to get feedback on what people are liking and if they're actually reading what we're writing. Even if you're not actively embarrassed to have people know that you like it, it just feels a little more intrusive than a lot of people wan...

Some scattered thoughts on the money of digital music

If you haven't already read Digital Audio Insider's interview with Camper Van Beethoven's Jonathan Segal ¹, it's a must read for anyone with even a slight interest in digital music and the money of the industry. Segal has tons of thoughts on just about every aspect of digital music, but best of all, he brings in these thoughts as someone whose initial music industry experience was in the days of purely-physical media, when "pirating" meant copying something onto a blank tape. My main takeway is general and obvious but an important reminder: we are in a transition time for music, and what it will become is anyone's guess. I think Segal's take on merchandise and live performances taking the place as artist's primary source of income as "asinine" is too harsh to be true, but I do think that we're in such a state of transition that any shot at predicting artistic income in the future is completely in the dark. Such predictions are really ...

Why are we still judging work done by time spent?

Every morning, when I fill in the hours on my work's electronic timesheet, I'm struck by how odd it is that we're still judging our work by the time spent on it. It's odd because it's old-fashioned. In the paper and phone world, you could really only do work when you were at work. But we do work all the time now. I check my email when I first wake up. Does that mean I start my day at 6:30 am? Should that be reflected on my timesheet? How about when I respond to an email or check Basecamp when I'm on the bus? Does my work day start then? How about when I look at Google Analytics at night or think about email newsletters when I'm in the shower (which I'm somewhat ashamed to admit I did this morning)? On the other side, if someone finishes the work that they're meant to do, why should they feel like they need to stay at work until 5:00, just because that's the official time of the work day? I don't think anyone would argue that time spent ...