Eric SimmsSenior Program ManagerBaltimore, Maryland, United States
I create as much project documentation as I feel is necessary to give me complete control over every aspect of the project, which includes the ability to answer any question regarding it. For example, I wouldn't create a Resource Management plan for a short-term project involving five technical resources within the same organization who I personally know, and who I'm sure have no plans to leave. However, I'd create a Resource Management plan for a long-term project involving dozens of resources across several organizations; I'd do this because the risk of someone suddenly leaving during the project is much greater, and the impact of that person's departure upon the project less predictable. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Those that adds benefits to your project management process taking into account that benefits must be meassure for client prespective. In our case the definition of client is "the next in the process chain" and the definition of benefit is "something that give something extra". Saving Changes...
I agree with the above with one caveat about government projects: The client may require significant additional documentation simply because it is the job of someone in their mini-empire to ensure that documentation is done.
As a private contractor on govt. projects, it's common to have situations where you produce one document because it is useful to the project, and a second redundant and not so useful document because that is what the client requires to check the box.
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1 reply by Anton Oosthuizen
Dec 03, 2018 12:24 AM
Anton Oosthuizen
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100%. On these type of projects (governance heavy) I have often created useless artifact because 'we say so'.
Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
Just enough :)
Documentation standards ideally are set at the organization or PMO level, not at the project level - unless there are specific needs/requests from a client. Either way, it should be defined up-front. Saving Changes...
There is a minimum to execute the project, there might be a requirement from the project contract that requires more, and some legal obligation may have another level. Not to forget that your organization may have specifics requirement. Saving Changes...
Anton OosthuizenSenior Business Analyst / Project Manager| Self EmployedPretoria, Gauteng, South Africa
Nov 29, 2018 11:52 AM
Replying to Keith Novak
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I agree with the above with one caveat about government projects: The client may require significant additional documentation simply because it is the job of someone in their mini-empire to ensure that documentation is done.
As a private contractor on govt. projects, it's common to have situations where you produce one document because it is useful to the project, and a second redundant and not so useful document because that is what the client requires to check the box.
100%. On these type of projects (governance heavy) I have often created useless artifact because 'we say so'. Saving Changes...
Anton OosthuizenSenior Business Analyst / Project Manager| Self EmployedPretoria, Gauteng, South Africa
As much as is demanded by the project and for you to have control. 'As much as is demanded' implies that you might sometimes have to create useless documents that adds no value but it is required to comply to some daft contractual obligation and/or regulation. Fighting this draped in you Agile armor and yielding your Agile sword is futile at best, suicidal at worst. Saving Changes...
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