Slide 52 of 61
Notes:
For most projects, it would be difficult to record all the scope and quality requirements in the matrix. Instead, they would be listed on an attached document. The matrix heading for scope and/or quality would be stated as ``See Attachment A.'' The estimated costs and deadlines could be recorded directly on the matrix.
The project manager must never establish the priorities or even suggest those priorities. The project manager merely enforces the rules. This sounds easy. It rarely is. Many managers are unwilling to be pinned down on the priorities -- ``Shouldn't we be able to maximize everything?'' These managers need to be educated about the reason for the priorities. Of course we always try to maximize all three measures of success because it makes us (the project managers) look that much better. But we need to know priorities in the event that we cannot maximize all three measures. This helps us make intelligent compromises instead of merely guessing right or wrong.
What if your system owner refuses to prioritize? The tool is less useful then, except as a mechanism for documenting your concerns before they become disasters. A system owner who refuses to set priorities is a manager who may be setting the project manager up for a no-win performance review. And as Dr. Friedlander points out, ``Those who do not `believe' the principles [of the matrix] will eventually `know' the truth. You do not have to believe in gravity, but you will hit the ground just as hard as the person who does.''
