hertamaniac
DIS Veteran
- Joined
- Feb 9, 2017
It does make sense and I 100% agree that we shouldn't accept the BG process as a satisfactory alternative to a well performing ride or that it fully makes up for the unreliability - to me it is the best of a less than stellar situation.
I think the questions is, what was the best choice for Disney to make knowing this. Let's say they could either open the ride on the date indicated knowing it would work but not reliably, or take another 6 months and then it would run at an acceptable performance level. That is great for the people that weren't going until that later date, but in the mean time there would have been tens of thousands of people that could have ridden that didn't. I know a lot of the unfortunate situations get air time, but in reality the vast majority of people that are there for park opening get to ride.
Not sure there is a definitely right answer but as someone who was able to ride and likely won't be back for more than a year, I am very happy they opened it when they did.
Glad to see your vision of BGs is a stop gap and not a long-term solution for us.
Second, I am jealous and happy that you got to ride. I mean that in a complimentary fashion as I know how much you and the family looked forward to it (I take our shot next Wednesday when the crowd calendars are 11/10 for HS).
As far as part two of your comments, we've circled these wagons before. Where you say they need another 6 months to scope out the project to a reliable schedule and execution, I view it as start the project 6 months earlier and avoid the situation, altogether. Of all the PM jobs I've worked on, this is the prime area of stagnation. It's planning vs. go and recover as you go (i.e. progressive elaboration) that has stymied most of my projects. I will share my projects were generally 30-70M dollars and composed of 30-60 members (mostly engineers).
I employ you to do a cursory look at Agile/Scrum with a sprint project management approach. I am more of a waterfall schedule graduate, but a good PM team can use sprints as a hybrid approach to fast-track projects. The downside? Higher risk and costs.