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When It Really Does Have to Work
內容大綱
To succeed, projects must meet the conditions defined by the project's stakeholders. Sometimes these conditions are explicit: it must be finished by this date, it cannot exceed this budget. Sometimes they are more subtle: the outcomes, must meet specific-often poorly articulated-criteria. The context shapes what must be achieved, how it has to be done, and when. To deal with this 'uniqueness' and its uncertainty, project managers must plan. There is no single approach to planning a project, but for a given set of circumstances, there is a best one. This book takes you through many common planning situations you will meet. It uses stories of real projects to show how planning decisions alter depending on the project context. It discusses how resource-constrained planning differs from end-date schedule planning. It looks at what is different between cost-constrained plans and time boxing. It explores why you must plan when using Agile approaches, and how to plan for innovation. Chapter 5, When It Really Does Have to Work, discusses projects that are mission critical. In such situations, the avoidance of risk drives planning, which must center on total conformance to a pre-specified capability that forces usual planning efforts to be modified to avoid the possibility of events that cannot be managed and known performance must be reliable and verifiable through testing. The chapter thus highlights the uncertainly of planning related to budgets, and indicates the nature of this uncertainty. It also provides various techniques and factors to consider when responding to these challenges.