In the face of unmet requirements and slipped deadlines, how do you begin to catch up? Can a better process erase previous shortfalls? Not overnight. Here are suggestions for making realistic progress through ruthless prioritization, transparency and positivity (which is not the same as magical thinking).
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And now for something completely different! There’s more than one way to manage a project, so don’t be afraid to shake things up. This writer wants to encourage you to be creative--and to look for different ways to manage your projects.
There is no such thing as a perfect methodology. Each has advantages and disadvantages. Each has situations they handle well and situations where their use will spell disaster. Unfortunately, most organizations choose simplicity over common sense. A better way begins with some questions.
Agile methods make the most of closer ties to the business and customer to get rapid feedback on functionality. This works great when customer engagement is high--but runs into problems when engagement is lacking. Learn about some warning signs and engagement models that can help.
At the beginning of a project, plans are all about approximations. So what aspect of reality is it that creeps into projects and seems to shatter those estimates? Here are seven traps to watch out for...
A costly lesson in failing to gather proper requirements led to significant challenges of a large and ambitious wireless project. Take a lesson in proper planning from this misfire.
Today’s business realities demand a better balance of soft and technical skills from business analysts, according to a global panel of senior executives and consultants asked to identity the Top 10 Trends for the discipline.
If you don’t know where you’re going, how will you know when you get there? If we lived in a perfect world, we’d always have perfectly detailed requirements. The mission statement is there to guide us through some of the questions we have.
While requirements discovery and analysis is a critical best practice for application development, requirements and Agile methods have rarely meshed. In a new book, Dean Leffingwell shows how to leverage the benefits of Agile without sacrificing the value of effective requirements.
Why is change control so important? With everything a project manager is responsible for, why so much concern over it? What does it really mean, and how do we perform it?