Well-known expert on why IT projects fail, CEO of Asuret, a Brookline, MA consultancy that uses specialized tools to measure and detect potential vulnerabilities in projects, programs, and initiatives. Also a popular and prolific blogger, writing the IT Project Failures blog for ZDNet. Frequently quoted by the press on topics related to IT management.
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3 responses to “Curse of the IT prima donna”

  1. Buzz

    Perhaps for corporate IT projects where the general skill level of the team is mediocre at best, this is true. However, for “product oriented” software development, particularly that at startups, the bulk of the work and creativity is typically provided by a VERY small group of individuals. In my experience, most corporate developers are of average to below average skills, far below their peers at most small, agile companies.

    1. Eli Weinstock-Herman

      I think one important caveat is to make sure your prima donna really is a prima donna before showing them the door. Sometimes poor attitude is the sign of deeper problems in the team, while arrogance is at least partially perceptual. On the other hand, if they truly are a prima donna then the longer you let them emplace themselves in your project the harder it is going to be to disengage them later. A better solution, if you don’t have a choice, is to try and help them learn better.

      Final thoughts:
      80% of developers think they are above average
      and :
      the poorer one’s own skill the worse you will be at judging the skills of others

  2. Links for Sunday Feb 28 2010

    [...] Curse of the IT prima donna by Michael Krigsman on Enterprise Irregulars [...]