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MANAGING PROJECT, CHAPTER 7: MANAGING PROJECT - Coggle Diagram
MANAGING PROJECT
Three Antidotes
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2. Curbing scope
MoSCoW. Non IT managers must have, should have, could have, but no critical and won't have this time but limited
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History (In the past)
HOOVER DAM (1930s)
Managers created master plan but gave engineers discretion over their work.
Lesson for IT projects: Micromanage what but not how
LONDON ELECTROBUS II
Lesson for IT projects:
- Simultaneously counting on too many unproven technologies risky.
- Clever technology does not guarantee success.
- Doomed without complements
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IT developed failing
- Handcrafted, painstakingl
- 100-150 mistakes in every thousand lines of code
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Business Failure
1. Ambiguity of Purpose 2. Unnecessary complexity
3. Non-IT managers silent on the triple constraints
- The cardinal sin is non-IT managers not articulating a business goal
- One system tries to do too much
- Non IT managers must pick one to give up :
- Driven by a project's business obectives
- If time and money are scarce, curb scope
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