The slight discontinuity between these
zones can be minimized by:
??“ Checking the project plan and identifying missing actions.
??“ Identifying risks early and observing discreetly how many have been avoided or managed well,
at discrete intervals, to the project manager.
??“ Thinking like a project manager and having the answers to questions ready. In particular
showing how project expectations (bugs expected versus found) are being met (or not) as soon
as possible.
??“ Not making positive announcements until you can be sure they are realistic. Up to that point
the most any project manager should be able to get from you by way of a prediction is: ???so far
so good.???5
??? Cognitive dissonance is that state where what one wants to see isn??™t what one sees, and one denies
that what one sees is there. People who cannot cope with these signs will avoid sources of such
information. Project managers can become so concerned for project success that they refuse to
see the warning signs of impending failure. Test managers are prime sources of this information.
Expect to be avoided. Counter this (as best you can) by ???developing warm personal relations with
the project manager??? (as the psychologist suggests) or by ensuring everyone in the room where
5 In The Magnificent Seven, Vin tells the Village Elder of the man who jumped off a 20-storey building ?????¦and at
each floor people kept hearing him say ???so far so good.
Pages:
352
353
354
355
356
357
358
359
360
361
362
363
364
365
366
367
368
369
370
371
372
373
374
375
376