When the Backstop Becomes the Plan

From Doldrums to Hope

The days carry varying degrees of emotional toll, from the palpable to the expectant; the feeling that you may not be pulling your weight gives way to the exhilaration of success, because what was once intractable became resolvable.

We have moved from a week that seemed to present diminishing returns to one that appears to offer appreciating results. While we are not totally out of the doldrums, there is hope on the horizon, and things have been better than expected.

Governance Left Behind

Yet we get embroiled in administrative issues that should have had governance born from contractual obligation, including the clear requirement specifications that would apply to an architectural design, with guidelines for solutions to be crafted on agreed policy.

A backstop activity, meant only to tide us over until automation could take hold, has evolved into the core solution. This is because resources will not be committed first and, evidently, the architectural element is missing altogether.

Shortcuts Over Policy

The project manager, under pressure to deliver, has short-circuited the process, favouring the concept of ease over the policy guidelines that should govern it. The ideas are lifted off a contract statement and put into play, leaving the implementation resting on broad assumptions.

What we hear is that it must be done because the contract demands it; what we do not have is any documentation describing what is actually to be done. The best element of guidance to materialise today came in an email. However, can governance be run from an email, you wonder?

That is why this is being escalated. I am not convinced a proper resolution will be forthcoming before the pressure to act overwhelms the tendency to err on the side of caution; not out of any impossibility to perform, but because of the absence of governance that informs the processes required.

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