So says David Wright, author of "Cascade; Better practices for effective delivery of information systems in a multi project environment."
David, on the one hand, I take your point. On the other, as I manage my personal career, I think I have to consider the people who pay my bills, who refer me new work and who recommend me to otehrs as my customers before the enterprise's actual end-user customers.
For two reasons;
The first is that my career has and will continue to span multiple businesses and multiple industries. I am an itinerant professional. Once my job is done, I move along to a new problem at a new company. And I act as a ub-contractor, so I have some responsibility to deliver to the brief, regardless of whether that is what I belive the customer really wants. (I do tend to share my opinion though.)
And these days we pretty much all expect to change companies every few years. And why not? We can do a better job and get better rewards if we come with more breadth of experience. So we move around. ANd so hiring managers are our customers.
Secondly, unless you are in charge, you can only usually chip away at the problems enterprises have with their custoemrs. And when you are in charge you are steering from a long way above sea level, so you can only influence outcomes via your management team. As a project person, your potential scope to make radical change is limited to specific areas at a time. And usually you are operating on one of the senior leadership's initiaitevs, which should be a major cutsomer/performance related issue, but isn't always.
Photo cc at flickr