The ECPM Scope Triangle was introduced in Part 1. In Part 2 we are going to discuss applications of this valuable tool.
Plans are useful fictions. Like any fiction, a plan may be more or less realistic.
Plans are made up by their authors based on past experience, wishful thinking or pessimism, fear or courage. Ideally, they are created to set the stage for successful performance though with the understanding that they do not guarantee it.
Sometimes, the best of intentions results in unanticipated, and undesired, consequences. The French economic journalist Frédéric Bastiat wrote in his essay “What Is Seen and What Is Not Seen”: There is only one difference between a bad economist and a good one: the bad economist confines himself to the visible effect; the good economist takes into account both the effect that can be seen and those effects that must be foreseen.
The beginning of a new calendar year brings with it an abundance of predictions and forecasts about what the coming 12 months has in store. For project management in 2016, there are many to choose from; but what does 2016 hold for resource management?
WHAT IS USER EXPERIENCE ENGINEERING AND WHY SHOULD PMS CARE?
In Part 1 we looked at the key UX capabilities and started to explore the use of wireframing as a quicker and more efficient substitute to conventional 'heavy' prototypes. In this part, we'll take a step back and look at what comes before the prototyping.
Having worked as a contract Project Manager earlier in my career, and having hired contract Project Managers more recently, I wrote an article two years ago comparing the pros and cons of using them.
PART 1: Defining the ECPM Scope Triangle
This is the first of a two-part article. The "Iron Triangle" has been a mainstay in project management for many years but its value in the complex project landscape is limited.
The success of implementing an Agile methodology within a software development group is dependent on establishing trust amongst the various roles of the product development team.
In most organizations, the demand for project work far exceeds the funding and resources available. Approaches to resolving this challenge vary from pitched power struggles, rigorous portfolio management practices and demand management arrangements to siloing strategies and executive dictates.
Each year since 2009 we have enjoyed reflecting on what’s happened the previous year in the areas of business analysis and project management (including Agile), and making predictions for the upcoming year. To summarize the trends we saw in 2015:
Project management isn't rocket science. It would be nice if it was - it would probably pay better. But it is interesting. It is challenging. It does require dedication and organization. And it certainly isn't for everyone as it doesn't bring high pay and accolades.