vb.net barcode scanner programming The Emerging World of Project Management in Software

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The Emerging World of Project Management
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Many different approaches can be used to manage projects As mentioned previously we tend to manage using our personal experiences, and instincts These methods work in some cases, but in many cases they don t We fall into certain habits (some of them bad), and as everyone knows, habits are often hard to break The most common habit is often referred to as the Ready, fire, aim dilemma
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The Ready, Fire, Aim Dilemma
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Too often we get ahead of ourselves on projects We live in a world in which most people are used to, and expect, instant gratification We want an all-in-one, state-of-the-art gadget that is a phone, camera, personal planner that plays music and can shine our shoes, all at the same time The end result is distractions and lots of them This can lead to a jump the gun mentality, where we frequently start doing the work without having a clear scope and then wonder why we continue to miss the target This tendency comes to light in the book The Toyota Way Fieldbook, by Dr Jeffrey Liker, who cautions against the tendency in most Western companies to short-change the problem-solving process: One of the signs of a Ready, fire, aim culture is the tendency to jump immediately from the problem to the solution In many cases the problem may be mentioned casually and much time is spent proposing various solutions before the problem has been clearly defined At this stage in the process it is likely that a symptom has been observed rather than the true problem [4] The Toyota problem-solving approach is implemented in four steps:
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1 Develop a thorough understanding of the situation and define the problem 2 Complete a thorough root cause analysis 3 Consider alternative solutions while building consensus 4 Use Plan-Do-Check-Act (PDCA) the Shewhart-Deming cycle:
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Plan Do
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Develop an action plan Implement solutions rapidly
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Check Verify result Act Make necessary adjustments to the solutions and action plan and determine future steps Finally, reflect and learn from the process[5]
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The Ready, fire, aim dilemma was painfully realized when a PM began working on a nine-month project without clearly defined requirements There was no project charter to authorize the project Because this was a new and exciting software application product and had never been done before, the PM decided the requirements and features were to be open-ended code The work needed to start immediately, and the customer was excited about the potential of this new product At every meeting the customer brought many great ideas to the team for additional features they wanted added to the code Because of the added features, the PM kept adding more and more people to the project As you can imagine, at the end of nine months they had some good code, but a very unclear product that tried to do everything from paying bills online to automatically balancing your checkbook However, they couldn t get it to work reliably They needed more time Unfortunately, the customer ran out of patience, time, and money and decided to take the development work back in-house Thanks for the hard work, they said, We will take it from here The customer and service provider were not happy with the results and the project was deemed a failure In looking at our Ready, fire, aim dilemma, let s go back to the first word: Ready If everything is done properly, we are ready to begin when we have a project charter, we know what the project deliverables are, and we can begin the planning cycle (the aim part) Many projects begin without anyone knowing who the real customer is or what the requirements are, and yet we continue to jump right into that new opportunity We gather a team of people and schedule the kickoff meeting (PMI is big on kickoff meetings) We may not even have all the details of the project yet, but we fire it off We introduce the project (or what we think the project should be), we set target dates (based on when the sponsor wants the project completed usually a date out of thin air), and we start building the project, only to find we are building the wrong solution, in the wrong place, with down-level specifications Oh my! Project management is all about communication, and yet we rarely ask questions or make sure we understand what the sponsor wants or expects from the project manager and team In this discussion, the word fire ahead of the word aim alludes to us pulling the trigger of a gun before we actually aim it You will never hit the target if you don t aim This comes from years of being pushed to deliver results without knowing exactly what the customer wants The customer always knows what they want, right This is like a kid watching commercials on TV at Christmastime and his wish list changes and grows with every series of commercials To close on the Ready, fire, aim dilemma, let s talk about aim We always seem to be in such a hurry to do the work even if the scope is not clear, that we don t take the time to plan (aim) And then we wonder why we continue to miss the target
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