I didn’t get a chance to reply to Sim when he posted his credentials before the thread was locked…
Simdor - “I got my degree in 2005 in Gaming Design and Development from the University of Louisiana at Lafayette. Since then I have written 100s of thousands of lines of code, designed systems as small as a single web page and as large and complex as satellite communications between offshore vessels.”
I’m not a coder, I’m a Project Manager. My Masters is in Business Science, Project Management from GWU, the premiere project management school in the world. I’ve been doing project management for the last 28 years. In the last 8 years the smallest project I’ve managed was $24 million, and the largest was $20 billion. I have coders that work for me and I’ve project managed heuristic automation systems with billions of lines of code, written by over 300 people, that run entire manufacturing facilities, lights out, generating billions of dollars of revenue for my company.
I say this not to brag, for the same reason Sim provided his credentials, to add credence to what he meant. So believe me when I say “SC has never suffered from scope creep”.
Why do I say this? Because SC has never had a scope. CR is not a project manager, has never been one, will never be one. He’s a kid in a candy store that tapped into a wildcatting gold mine that funds his fantasies. People have been racing behind him in the blind hope of somehow corralling him into some form of structure, which has resulted in the vastly amusing attempts to show SC’s progress in the last 2 years.
They post projections that are always wrong, status updates that are always incomplete, and drastically change things that they commit to, daily. It’s a running joke in social media and actually a textbook cautionary tale in the PM community. Not kidding, seen it in 2 textbooks about project management on “how not to do this”. Graduate programs all over the world bring it up as “never let the ‘dreamer’ manage the project, and here’s why”. The more people who are involved in a project, the more important project management becomes, and CIG has virtually none. Their project “managers” don’t manage. They go dept to dept, ask them “hey, what are you working on?” then post it in gantt charts like it was planned and intentional.
Why do I feel this? Because an 8 year project would have an 8 year SLRP (strategic long range plan), and CIG has never had a plan that was accurate beyond a couple of months. Not a single thing they’ve told us was accurate. SLRP’s don’t change radically, the business changes to match them, not the other way around. An SLRP isn’t “hey, lets change the SLRP to reflect what we’re actually doing”, they’re “Hey, we’re WAY off track on the SLRP, we need to drop some things and get focused.” Changing the SLRP is a HUGE challenge and an admission of failure, which is why it rarely happens and therefore must always be right, the first time. I know this from personal experience, my company has spent the last year doing just that because we took it in the frigging TEETH in 2019.
Project Management is purely cosmetic in CIG, an attempt to appease the masses at best, and a great teaching tool for those of us out here who need something to show for the worst possible way to run a business.
