It’s new, it’s never been done before, and now it’s your project. When trying to plan for something that has no relative history, how do you even begin?
So many times a project idea arrives as a “cart before the horse” concept, with little in the way of satisfactory explanations as to how this “new something” will revolutionize everything. The often undiscussed problem is: If something is so new, how can anyone see the value in it? Conversely, how can you set up a project plan with nothing to go on?
Experience is a superb teacher that helps us find a point of reference from previous work from which we can estimate what resources and timeframes a project may require, but how can more than a WAG (wild-assed guess) be provided if we don’t have many details? To help bring control to the project plan requires the implementation of processes.
First, the Cart
What do you do to get processes in place when you have none? To enable such a plan requires the efforts of some strong-armed individuals with a bag full of ideas on business procedures.
Daunting as they may be, processes help refine how the project is constructed, maintained and delivered. Initially, they seem like another layer of unnecessary frustrations that slow down a project workflow, but after some practical experience with the rules and
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