TAILIEUCHUNG - THE ART OF PROJECT MANAGEMENT

Few people agree on how to plan projects. Often, much of the time spent during planning is getting people to agree on how the planning should be done. I think people obsess about plan- ning because it’s the point of contact for many different roles in any organization. When major decisions are at stake that will affect people for months or years, everyone has the motivation to get involved. There is excitement and new energy but also the fear that if action isn’t taken, opportunities will be lost. This combination makes it all too easy for people to assume that their own view of the world is the most. | Scott Berkun O REILLY C H A p T E R THREE How to figure out what to do r ew people agree on how to plan projects. Often much of the s time spent during planning is getting people to agree on how the planning should be done. I think people obsess about planning because it s the point of contact for many different roles in any organization. When major decisions are at stake that will affect people for months or years everyone has the motivation to get involved. There is excitement and new energy but also the fear that if action isn t taken opportunities will be lost. This combination makes it all too easy for people to assume that their own view of the world is the most useful. Or worse that it is the only view of the world worth considering and using in the project-planning process. The hardest single part of building a software system is deciding what to build. No other part of the conceptual work is as difficult in establishing the detailed technical requirements including the interfaces to people to machines and to other software systems. No other part of the work so cripples the results if done wrong. No other part is more difficult to rectify later. Therefore the most important function that the software builder performs for the client is the iterative extraction and refinement of the product requirements. Fred Brooks It s not surprising then that the planning-related books in the corner of my office disagree heavily with each other. Some focus on business strategy others on engineering and scheduling processes the traditional focus of project planning and a few on understanding and designing for customers. But more distressing than their disagreements is that these books fail to acknowledge that other approaches even exist. This is odd because none of these perspectives business technology customer can ever exist without the others. More so I m convinced that success in project planning occurs at .

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