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Project Priorities
The previous sections described ways to prioritize individual tasks. Now I'll present some useful techniques for prioritizing projects.
Prioritization for Impact
Let's say that you and your fellow SAs brainstormed 20 great projects to do next year. However, you only have the budget and people to accomplish a few of them. Which projects should you pick?
In general, I find I get better results when I choose projects on a 'biggest impact first' basis.
It's tempting to pick the easy projects and do them first. You know how to do them, and there isn't much controversy around them, so at least you'll know that they'll be completed.
It's very tempting to pick out the fun projects, or the politically safe projects, or the projects that are the obvious next steps based on past projects.
Ignore those temptations and find the projects that will have the biggest positive impact on your organization's goals. In fact, I assert that it is better to do one big project that will have a large, positive impact than many easy projects that are superficial. I've seen it many times. An entire team working on one goal works better than everyone having a different project. This is because we work better when we work together.
Here's another way to look at it. All projects can fit into one of the four categories listed in Figure 8-3.
It's obvious to do category A first. An easy project that will have a big impact is rare, and when such a project magically appears in front of us, it's obvious to do it. (Warning: be careful, a project's A status may be a mirage.)
It's also obvious to avoid category D projects. A project that is difficult and won't change much shouldn't be attempted.
However, most projects are either in category B or C and it is human nature to be drawn to the easy C projects. You can fill your year with easy projects, list many accomplishments, and come away looking very good. However, highly successful companies train their management to reward workers who take on category B projects—the difficult but necessary ones.
Once you think about it in terms of return on investment (ROI), it makes sense. You are going to spend a certain amount of money this year. Do you spend it on many small projects, each of which will not have a big impact? No, you look at the biggest positive impact and put all your investment into that effort.
It is important to make sure these big impact projects are aligned with your company's goals. It is important for the company and important for you, too. You will be more valued that way.
Requests from Your Boss
If your boss asks you to do something, and it's a quick task (not a major project), do it right away. For example, if your boss asks you to find out approximately how many PCs use the old version of Windows, get back to him with a decent estimate in a few minutes.
It helps to understand the big picture. Usually such requests are made because your boss is putting together a much larger plan or budget and you can hold up your boss's entire day by not getting back to him with an answer quickly. Perhaps he is working out the staffing and cost estimates to bring all PCs up to the latest release of Windows. The entire project would be held up while waiting for your answer.
Why does this matter? Well, your boss decides your next salary review. Do I need to say more?
Maybe I do. Your boss will have a fixed amount of money he can dole out for all raises. If he gives more to Moe, then Larry is going to get less. When your boss is looking at the list of people in the team, do you want him to look at your name and think, 'He sure did get me an estimate of the number of out-of-date Windows quickly. Gosh, he always gets me the things I need quickly.' Or, do you want your boss to be thinking, 'You know, the entire budget was held up for a day because I was waiting for that statistic.' Or worse yet, 'All the times I looked foolish in front of my boss because of a missed deadline, it was because I was waiting for so-and-so to get me a piece of information. So-and-so isn't getting a good raise this year.'
Managing Your Boss
Many people think that management is a one-way street. I disagree. Management is a relationship, and you share influence in how the relationship evolves. It is difficult to get anything done, or to
