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Chapter 7: Managing Project - Coggle Diagram
Chapter 7: Managing Project
why IT projects become business failures?
Unnecessary complexity
Lack of explicit tradeoffs
imprecise business intent
Three Antidotes To Failure
Curbing scope creep
Attempting too much, with too little or too fast
MoSCoW
rule applied to requirement by it managers
S
hould-have
Co
uld-have, but not critical
M
ust-have
W
ont-have this time, but maybe later
Explicit accountability for business benefits
Four elements
Change metric : dollars, percentages, or time?
Promise : will it help do something better, faster, or cheaper
Time to impact : after project completion (years/months)
Intented impact : operational, strategic, or financial
Non-IT managers must hold team accountable for delivering business benefit
Discovering latent business needs
Wht Non-IT Managers Matter
only non-IT managers can prevent their business failure
Good IT project management increasingly indistinguishable from good business management
invariably has an IT element
Any strategic move
Business model tweak
process improvement
Lean Discovery of Business Needs
Three foundational principles
Short iterations
Less code
Active business participation
Assumes:
Business users can't articulate an IT project's requirement
Success only in their eyes