Thursday, January 19, 2012

Project Status Reporting, A Lesson We Can Learn from Costa Concordia Report


As more information unravels from the tragedy (today 1/19/2012), I am very surprised and appalled that Captain Schettino was not the one communicating with the Italian Coast Guard but a member of the crew reporting that the ship had a “black out.” As the Italian Coast Guard presses for more information, the crew member repeated that a “black out” occurred, and that they “are checking conditions.”

As a Project and Program Manager, it is incumbent upon the project manager not to sugar coat nor hide any project issues (or information) to the Project Sponsor, nor to any stakeholders for that matter. It is human nature to fear repercussions when an issue or issues surface. Hiding any issue or information, big or small, or have the potential to be a huge issue—has no place in any program or project. As project managers, it will do us well to remember this reality.


Photo Credit: Vincenzo Pinto / AFP - Getty Images

Lessons from Kodak's downfall

I heard about the declaration of bankruptcy by Kodak today. Saddening to learn about such an iconic American company that invented the camera and printing of photographs—that capture specific points or way points in our lives. I did not even know that Kodak invented the digital camera. For the executives to not have pursued the digital camera wave, for fear of cannibalizing the film portion of their business—was short sighted. This reminds me of other technology innovators in my lifetime, e.g., Palm (brought us the Palm Pilot PDAs or even the Apple Newton), tapes replaced by CDs and now MP3s, AOL (ISP regardless that it was 56K, at its peak bought by Time Warner), Wang, Compaq (now owned by HP), well, you get the idea.
It is difficult to compare Kodak’s predicament to a movie franchise’ (1st, 2nd, or 3rd sequel such as Star Wars), or a successful TV series’ demise (such as “Friends” or “Seinfield”). Most if not all (well, maybe with the exception of “the Oprah Show”) TV shows or sequel movies “jump the shark.” The story line or the characters (I would guess due to scriptwriters attempt to extend the show’s success) becomes unexciting, inane, does not make sense, feels old, lame, or plain boring. Sometimes, the actors or actresses depart from the show, asking for astronomic pay raise. Sometimes, for just unforeseen or inexplicable reason, the viewership dwindles and falls irreversibly.
To me, Kodak’s downfall is due to failure to innovate regardless that the marketplace was changing. There is a lesson to be learned here. Technology and product lines now change in weeks and months, not a year or 2. From a career perspective, our personal “brand” has to change with the needs of the marketplace as well. To continue to rest on past successes would be foolish on anybody’s part.

Tuesday, January 17, 2012

Costa Concordia Disaster—Short Notes and Analysis

As of today, 5 people have been identified as fatalities, 29 missing among the 4,000 passengers and crew. 1. No training at muster station for passengers, to provide training on proper use of life boats and full awareness of life boats’ locations. From a project management perspective, training is sorely needed during the implementation process for users and stakeholders. 2. Disinformation by the captain, saying it was only an “electrical problem.” When in fact power had gone out due to engine room taking water. There is no room for disinformation at any time line during a project or program. 3. Lack of training and help by the crew—based on survivors account. See #1. 4. Not following protocol regarding safety and charted route—by captain. It is very clear that all processes and procedures, including protocols be pre identified during the project. Corollary to the latter, all stakeholders are expected not to deviate and not follow protocols. 5. Very late command to abandon ship—by captain. From a project management perspective, any issue that has potential of being a bigger problem or issue, it is incumbent upon the project manager or program manager to sound the alarm. 6. Human pride (for lack of a better definition), to “show off” cruise ship to local island residents—precipitating the accident and caused by the captain. From a project management perspective, it is clear all stakeholders follow pre define protocols. 7. Lack of care at the island for survivors—no cruise ship company’s response to care for survivors at the island. A risk management and risk/emergency response plan would be appropriate in this case. 8. Lack of leadership by the crew, no help from the crew, assessment by the survivor contrary to Carnival’s statement. This is a huge PR damage that Carnival will need to address. This is a very unfortunate event that did not need to happen, or a very preventable accident. I do not envy the captain’s position right now. My prayer is that Carnival will completely review all failure points, and address them completely. Hopefully, sooner than later.