Please enable JavaScript.

Coggle requires JavaScript to display documents.

Managing Project - Coggle Diagram

- - - - Unnecessary complexity
        
        Cause of ballooning scope
        
        When the project gets larger :
        
        Defects rise in proportion
        
        Integration problems compound
        
        Becomes incomprehensible to any one person
      - Ambiguity of purpose
        
        Poor biz-IT communication (wrong system)
        
        Latent needs which is need that's present but not yet visible
        
        IT cannot build what you don’t ask for
        
        Business benefits not technical features define the value
        
        The cardinal sin is non-IT managers not articulating a business goal
      - Non-IT managers silent on the triple constraint
        
        A failure to make one tradeoff (fast, cheap or good)
        
        Non-IT manager must pick up one to give up :
        
        Driven by a project’s business objectives
        
        If time and money are scarce, curb scope
- - - - Leans Discovery of Business Needs
        Assumes:
        1) Business users can't articulate an IT projects requirements
        2) Success only in their eyes
      - Three foundational principles of lean methods:
        1) Active business participation
        2) Short iterations
        3) Less code
      - Lean payoffs: Better, Faster and Cheaper
    - - MoSCow rules which is :-
        
        Must-have
        
        Should-have
        
        Could-have
        
        Wont-have
    - - Accountability without micromanagement
        
        Four Elements :-
        
        Intended impact include operational, financial, and strategic
        
        Promise which is better, faster and cheaper
        
        Change metric
        
        Time to impact after completion
    - - Lessons for IT projects
        1) Simultaneously counting on too many unproven technologies risky
        2) Clever technology does not guarantee success
        3) Doomed without complements
    - - Lesson for IT projects: Micromanage what but not how