Project Management (8-10)

product related mistakes
Requirements gold-plating
Feature creep
Developer gold-plating
Research-oriented development
technology related mistakes
The use and misuse of technologies
Silver-bullet syndrome
Overestimated savings from new tools or methods
Switching tools in the middle of a project
examples of ineffective practices
– Poor estimation and/or scheduling
– Ineffective stakeholder management
– Insufficient risk management
– Insufficient planning
– Shortchanged quality assurance
– Weak personnel and/or team issues
– Insufficient project sponsorship
– Poor requirements determination
retrospectives of 99 IT projects
– The vast majority of the class mistakes were either process (45%) or people (43%) mistakes. Technology (4%) was seldom the chief cause of project failure.
– Scope creep (#14) and adding people to a late project (#21) mistakes were lower than expected, yet still occur
– The top three mistakes occurred in about one-half of the project examined.
change management and best practices to overcome user resistance

– Centralize and coordinate all project management activities
– Establish rules and expectations around project management
– Prioritize projects and allocate resources to projects
– Provide training, tracking software, project plan templates, process forms

project management certifications
-Project Management Professional (PMP)
-Certified Associate in Project Management (CAPM)
-Project+ Professional
triple constraints of project management
15-15 rule
The 15-15 rule states that if a project is more than 15 percent over budget or 15 percent off schedule, it will likely never recoup the time or cost necessary to be considered successful.
reasons that IT projects fail
They fail because they are plain hard
They fail at the beginning due to lack of sufficient planning, assessing, or estimating
They fail because they are rushed
They fail because their scope is too unwieldy or unmanageable
four types of classic mistakes in IT projects
people related mistakes
Undetermined motivation
Individual capabilities and working relationships of team members
Failure to deal with problem members
Adding people to a late project
Brook’s Law says adding more people to a late project makes the project later
process related mistakes
Both management processes and technical methodologies
Wasted time in the “fuzzy front end”
Underestimated and overly optimistic schedules sets up a project for failure by under-scoping it, undermining planning, and shortchanging requirements
Insufficient risk management
Risk in contractor failure

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