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It goes a bit like this:
1. Your engagement manager promises the world despite having no understanding of the work it entails
2. The team can’t deliver due to poor staffing choices and falsifying bios during interviews
3. Offshore misses requirements and delays weeks
4. Client gets pissed off
Wash, rinse, repeat. Welcome to the EY methodology
Side and the client side discuss things but rarely does enough get funneled down to the people who are actually doing the work
I've never seen a project straight up fail.
I think the majority of them stumble around like Drunk Uncle until the job gets done and we don't renew, or the PPMD gets bored and just parks some BTA there until they're a M.
M2, funny enough you often can. It takes a little more effort and a little more talent though, and we rarely have extra of either laying around.
Stumble around like “drunk uncle” 😂😂😂
Ey1 You think you can sell projects in the market place by telling the truth? Wake up! The world is not fair! Gotta hustle.
Misalignment of expectations. Promise the Batmobile, deliver a buggy.
Two words. Shitty leadership..
Don't confuse sales and delivery
A dominance of High level people who occupy lot of talk time and scare off opinions that matter from ppl who are not as loud and visible. High level people who don't want to or can't get into the weeds consume too many resources in high level stuff that does not add value or contribute to outcomes. Other reasons - Failure to get a critical mass of understanding that drives the project, Not involving right stakeholders, Not obtaining feedback to consider pragmatic usage and adoption.
Well by fail this can mean a lot of things...I look at our team getting kicked off by the client as a failure. I also view not delivering anywhere close to on time as a failure as well
^ sounds like my last project
Pwc1 sounds like pretty much all my projects 😂😂
Lack of talent at the top.. Usually SMs and Ms lack the necessary skills to lead the project to success. They are at thet level not because of their talent but because they have been with the firm for xx years.
Poorly targeted conversations on the front end during pre-sale. The client's willingness to change. Internal team politics; i.e.; individual agendas not aligned with the group, micro-mgrs, etc. Not having effective leadership.
Pwc4 Agree with all of the above and especially with the part about high-level people who scream and shout having more influence the people who are in the weeds. This was extremely prevalent on my first project where I was a first-year BA yet we had so much attrition that I was one of the few with system knowledge client requirements yet I was completely ignored but later on a few people at the top came to the same conclusion that I was basically trying to communicate for the longest time and they were trying to make it seem as if I wasn’t communicating these things from the very beginning