asp net barcode reader INCLUSIONS AND EXCLUSIONS in Software

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INCLUSIONS AND EXCLUSIONS
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An inclusion is something that will be part of the project, and an exclusion is something we will be leaving out of the project. Here are some examples of inclusions and exclusion pairs:
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PART ONE Hello, Project Management
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A list of customers who will use the service we create, and a list of other people who will not get the service at the end of the project, although they might get it later. A list of deliverables, such as products and speci cations, that we will give to the customer, and a list of items that were requested, but are not part of the project deliverables. Instructions to a worker saying what work is to be done, and what work is to be left for others.
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TERM
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Inclusion Something that will be part of the project. Exclusion Something that will be left out of the project. Assumption Something thought, but not said, often leading to a misunderstanding. When written into the plan, an understood basis of the plan. Speci cation A speci c item, clearly de ned in writing for an inclusion, or a document de ning inclusions and exclusions in detail. Expectation Something someone most usually the customer wants, which may not be clearly speci ed.
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When we introduce inclusions and exclusions, we get people thinking and talking clearly about what will be done, and what will not. This helps us to bring out unspoken assumptions so that we can write them down, adding them to the speci cation. We then include a list of the exclusions the things we will not do in our project plan. Why write down the exclusions Because people tend to ask for things, and then remember what they asked for, and assume they are going to get it, even if we said no. Writing down exclusions helps us remind our customers of what we are and are not doing. Later, that will help us manage our customers expectations. Some very experienced project managers have said that managing customer expectations is the hardest part of being a project manager.
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Explain Your Exclusions
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In a project plan, it is not a good idea to have an area labeled Exclusions, with a heading that says, Here is what we will not do. Instead, give your reasons. For example, you might say, Here are ideas the customer considered. But, after reviewing the cost, the customer agreed not to implement them at this time.
CHAPTER 2 Tools to Use Over and Over
For a web site design project, I put it this way: The company came up with many good ideas for the corporate web site. However, web pages are hard to create the rst time, and easy to add to later. In addition, Human Resources needed the initial web site running within three weeks, in time for the spring recruiting fair. Here are the other ideas we plan to add later. With all the ideas acknowledged and written down, and with everyone understanding the rush in Human Resources, everyone supported leaving o things they wanted until later.
BENDING WITHOUT BREAKING
Just because we have clarity about what we are and are not doing, that does not mean we should be rigid, or that we should never agree to change. We should listen to all change requests no matter how unreasonable and respond appropriately. Here are some general rules to consider when working on plans and when considering changes later:  Be exible at the start. At the beginning, during the stage when the plan is being prepared, you should be very open to change. We make every e ort to listen to everyone and consider their ideas, including them when possible. We also explain that anything requested now is relatively easy; anything requested later will cost more and may be impossible.  Balance authority and responsibility. When deciding whether to include something, it is always good to ask two questions: What is it worth And, who will pay for it The balance of authority and responsibility means that you should be given the resources needed to do the job. And I often nd that as customers ask for features on a new software product they think of many things. By asking how much they are willing to pay for each feature, I can help them quickly prioritize their requirements, creating a list of reasonable size.  Remember: Late changes cost a lot. Once the stage in which a planning document is written is nished, and it has moved through the gate and obtained approvals, it should, in general, not be changed. If we do this, then the item will cost ten times as much, due to the 1:10:100 rule. Make sure customers know this. Explain to them that any later change will have to be approved by everyone on the project all over again, creating extensive delays, and that errors are likely to creep into the project, causing problems that, perhaps, no one will catch.
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