By Marshall Shovein, Rulesware Vice President
At Rulesware, we recently finished an engagement with a client, and they commended us on how great we were—which is always a tremendous honor.
The project in question lasted roughly 12 weeks. We supported it with a good team, and with our usual governance structure: that meant working both on-site and behind the scenes to ensure that everything progressed appropriately and in a timely fashion.
The solution we delivered was well -received, delivered the business value the client was looking for, and was of solid quality (very few defects). The client even commented that this was one of the “cleanest” applications they have ever seen delivered.
So all of this sounds good…right?
Sure. But my question is: when did “good” become so great?
WHAT GOOD REALLY IS
I don’t mean to take away anything from our folks who delivered the project, but when I step back and look at it, we simply delivered a good solution, on time, on budget and with solid quality.
Basically we delivered what we told the client we would deliver—period.
I think it is important to note that we didn’t deliver it early, we didn’t come under budget and we really didn’t deliver more than what they had asked for.
In my mind we did a good job. This is good. It’s what we promised. But in my mind, it shouldn’t be considered great.
WHERE GREAT COMES IN
“Great,” to me, would have meant: coming in under budget, delivering it early, or maybe delivering more than the client asked for.
WHY GOOD BECAME GREAT
Somewhere along the way, I think good became great because it’s become increasingly rare for a client to see good.
Far too often, I often see projects being re-implemented or re-factored or re-started, because the first pass was simply NOT good. Not good at all.
And it’s odd to me that everyone seems to write all of that off to ‘lessons learned.’
I personally think that the real lesson to be learned is to make it good the first time. Then work on making it great.