Originally posted by malvolio
View Post
-
What's a work package then? -
A piece of work for an individual or a defined team. It may be a project (or perhaps a sub-project) in its own right or a single deliverable/milestone within another project. Or anything else. Who cares.Originally posted by oracleslave View Post
Now do you see what I have little patience with the minute application of Prince2? In the real world you have deliverables and time-based dependencies expressed as a series of milestones. How you deliver either one and what you call it is actually irrelevant, as long as you meet the requirements of my overall plan. All else is fluff.
And, subject to my earlier caveat, that goes a long way to explaining my distrust of people standing around a table deciding what to do today. You should already know.Blog? What blog...?
Comment
-
Actually it's not really a case of deciding what to do as opposed to stating what what you did yesterday, what you're doing today and any blockers. The rest of the team can offer help/ask questions and everyone knows what the other team members are working on (something of a novel idea in my experience).Originally posted by malvolio View Post
It's more a progress and communication tool, slackers don't have too many places to hide in an Agile team."I can put any old tat in my sig, put quotes around it and attribute to someone of whom I've heard, to make it sound true."
- Voltaire/Benjamin Franklin/Anne Frank...Comment
-
a Programme is a collection of projects that collectively deliver defined benefits (i.e. its about the greater good!). Projects deliver products / collection of workpackages. Portfolios are a collection of projects with similar products / deliverables. Programmes can contain portfolios which contain projects, or a programme can contain just projects.
Programmes are strategic and have blueprints and benefit realisation plans etc. Projects have product descriptions and are generally operational or tactical.I didn't say it was your ******* fault, I said I was blaming you!Comment
-
If there is no benefit to a project, why do it at all?Originally posted by scooby View PostComment
-
+100Originally posted by oracleslave View Post
I have lost count of the number of so called 'expert' project / programme managers I've come across, who fail to grasp this concept.
Very keen on regurgitating their own opinions on methodology and 'best practice', at the expense of establishing what the business wants.
Project / Programme Management is not difficult, yet there's an army of chancers who'd like to make it so. Please just get me someone who understands what is being delivered, why it is being delivered, what isn't being delivered who gets on with the project team and communicates.
Don't care about your methodologies, and nor does the businessComment
-
because the output maybe an enabler. it's not all about benefits. you can have outputs that are not benefits.Originally posted by oracleslave View PostI didn't say it was your ******* fault, I said I was blaming you!Comment
-
Completely agree, but methodologies put in place the governance and reviews that people dont like to do, i.e. is it working, should we canx it? If you do that without following a methodology then fine... Oh, and have the balls to canx it, not just think about it!Originally posted by Hot Mess View Post
Dont instantly blame the PM (although I've met several who are tulip), I've met more client management who dont get it or understand it!. Two sides to every story.
Oh, one other thing, like methodologies or not, you will struggle to win public sector work without them, as they all follow the OGC... Doesnt make it right i know, but it's true.
Common sense is the real key, listen to and question what the SME's are saying, plan for the worst. That is something no methodology teaches.I didn't say it was your ******* fault, I said I was blaming you!Comment
Comment