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Chapter 7 : Managing Projects - Coggle Diagram
Chapter 7 : Managing Projects
Three antidotes
Discover a project's true business purpose
"Waterfall" approach
Gather requirements, design, code, test and roll out
Business needs change
Competitors actions
Technology evolves
Regulations change
Curbing scope
Tame scope using 80/20 rule
Accountability without micromanagement
a project's measurable organizational value (MOV) must have 4 elements
Change metric
Time to impact
Promise
Intended impact
Non-IT managers : Where and how
Can prevent their business failure
Under-delivering intended business benefits
IT project managers ill-equipped to tackle this
Must pick one to give up in "Not Explicitly Choosing Tradeoffs"
Driven by a project's business objectives
If time and money are scarce, curb scope
2 Risks Beyond Non-IT Managers' Control
Use of immature technology in a project
Underestimation of time and money
MoSCoW rule applied to requirements in "Curb Scope"
S
hould-have
C
ould-have, but not critical
M
ust-have
W
ont-have this time, but maybe later
Must hold team accountable for delivering business benefits
The art of lean project management
Assumes
1. Business users can't articulate an IT project's requirements
2. Success only in their eyes
Three foundational principles of all lean methods
1. Active business participation
"CRACK" Business Team Members
A
uthorized to decide
C
ommitted to business value
R
epresentative of business users
K
nowledgeable
C
ollaborative
2. Short iterations
Do a project in series of iterative sprints of two to six weeks apart
3. Less code
Bakes in quality and curbs costs in two ways
Software with more code is buggier
Lesser code lowers upfront development costs
Why IT projects become business failures
Causes of failure :
3. Not Explicitly Choosing Tradeoffs
Triple constraint model
An IT project can be cheap, fast, and good but can only pick two out of three
2. Unnecessary Complexity
Cause : Ballooning scope
One system tries to do too much
As a project gets larger
Defects rise in proportion
Integration problems compound
Becomes incomprehensible to any one person
1. Ambiguity of Purpose
IT cannot build what you don't ask for
Poor communication between business and IT
Build the wrong system
IT project failure :
Cannot deliver promised business benefits
Botched execution (flunks cost, schedule or quality targets)