In a follow-up to an article on backlog grooming, we answer reader questions about how the process differs from requirements documentation; how prioritization works without a complete picture; how a backlog differs from a work breakdown structure; and how to achieve an “all-in” view of product features when the backlog is a work in progress.
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We want to do quality work. We want our results to be seen as being quality. But what does that actually mean? And how do we test for it? How can we satisfy for ourselves—and demonstrate to others—that we’ve delivered on expectations in terms of quality?
Quality takes time, effort and hard work to realize. So what does that mean for project managers? Does it mean we need to be investing even more in our project management processes? Do we need to be learning arcane techniques for statistical process control and total quality management? Do we really need that Sigma Six black belt after all? Not necessarily.