On Processes - Part III

Then someone in the senior management said that the product team is eating up too much of cash. Let us figure out a way to measure how much value the company is earning. The Earned value method was rolled out. Product managers were expected to find out the EV for their product. Till that day, they were used to track projects through excel. Now they had to use Microsoft project which was mandated by the company. So be it. Weekly and monthly reports started to pop out with the EV, BCWP, ACWP, ACWS figures etc. These were Greek and Latin to many. Many of the product managers just figured out how it is calculated and mechanically found the same by taking the figures from Microsoft project. There was no value add. Very few people knew how to interpret it. Even if someone interpreted it, it just told how you are doing. It didn’t tell where you have messed up. Our development team still persisted and kept on rolling out releases, may be slightly behind schedule.

Then the EV fad also worn out and the senior management declared that the company is going to adopt a new project management software. This will be an integrated software which will take input from each of the team members on the work they actually performed. So this also kicked off.