Poorly written requirements can cause you to build a solution that just does stupid things faster.
Don't accept requirements which are of poor quality or don't focus on solving the stated problem. See all 100 lessons at 6WordLessons.com.
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If the Project Sponsor cannot clearly articulate the problem, don't bother proceeding.
Get the sponsor or designee to physically write down the problem statement for all to understand. See all 100 Project Management lessons at 6WordLessons.com
Requirements written eons ago may not apply in the world here and now and very likely won't meet the current need.
Do take advantage of work previously done; just make sure the requirements are relevant for today and tomorrow. See all 100 Project Management lessons at 6WordLessons.com.
Too often technologies are developed and thrown "over the wall" for stakeholders to work out procedures.
Ensure there is a clear understanding of how people will do their jobs using technologies and manual procedures. See all 100 lessons at 6WordLessons.com.
A task assigned to "the team" or with a duration of more than one week has a greater likelihood of not finishing on time.
Define tasks with a singular owner accountable for delivery and with a schedule duration of one week or less. See all 100 lessons at 6WordLessons.com.
Not knowing the critical path through a project means not knowing whether you're ahead, behind, or doomed.
Clearly understand task dependencies and those that can slip or not slip without impacting the completion date. See all 100 lessons at 6WordLessons.com.
Project scope often gets micro-focused on the functional guidelines and less so on geography and organizations.
Paint clear project base-paths and outline the functional, geographic and organizational scope of the project. See all 100 lessons at 6WordLessons.com.
The best written requirements could get lost in translation when it comes to developing a solution.
Keep the communication open with stakeholders and avoid assuming too much when interpreting requirements. See all 100 lessons at 6WordLessons.com.
It's easy for a PM to think best case when constructing a budget...then get burned when it doesn't happen.
Be realistic about estimating the budget but don't pad the numbers to a point where credibility is questioned. See all 100 lessons at 6WordLessons.com.
A well-defined scope can't save a project that has misaligned expectations of delivery.
Articulate the scope/schedule misalignment and identify alternatives to reduce scope or elongate schedule. See all 100 lessons at 6WordLessons.com. |
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