While projects have become larger and more complex, the expectations being placed on them are progressively more demanding, particularly with respect to the cost and schedule associated with getting them done. Here we give you some guidance in presenting the unknown and getting it accepted.
We tend to think of planning as a scheduling- and scope-driven activity. But as Microsoft's Sendak project proved, successful planning cannot occur without a solid business case.
Culture change is a part of many projects, whether officially recognized or not. Specifying critical details in the components of your project plan will save you from unnecessary pain and suffering.
This article will explore how to design an effective and agile planning process that would allow internal groups to adapt and plan for new business priorities, minimize employee burnout and increase the opportunity to maximize the percentage of planned versus implemented features.
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"Ambition is like a frog sitting on a Venus Flytrap. The flytrap can bite and bite, but it won't bother the frog because it only has little tiny plant teeth. But some other stuff could happen and it could be like ambition." - Jack Handey |
