By Barbara Davis
ISBN-10: 160427090X
ISBN-13: 9781604270907
ISBN-10: 1604277513
ISBN-13: 9781604277517
ISBN-10: 1680154974
ISBN-13: 9781680154979
Going past the Waterfall explains how to find scope on the outset of a undertaking and gives an exceptional version for predicting, evolving, and handling resolution scope throughout a undertaking lifestyles cycle the place the selections and activities of each group member give a contribution to that evolutionary method. furthermore, it identifies the affects that key initiatives and actions may have on scope and the way each one may be controlled successfully to avoid pointless scope creep and decrease run-away projects.
Key Features
--Articulates the method of defining, validating, massaging, and dealing with scope from proposal to implementation, together with determination instances, merits consciousness making plans, necessities, and business-as-usual operations
--Illustrates how stakeholder engagement, specifications, and undertaking and company structure methodologies impression scope and management
--Identifies how scope evolves, what factors it to alter, and delineates its evolution as a key technique within the success of undertaking objectives
--Demonstrates the consequences swap administration and implementation have on scope through the improvement and roll-out processes
--WAV bargains a downloadable determination case template; constitution, scope, and advantages awareness making plans records; undertaking factor and chance tables; a deliverables and artifacts index; and a transformation keep an eye on log -- available from the internet extra worth obtain source middle at jrosspub.com
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Extra resources for Going beyond the waterfall : managing scope effectively across the project life cycle
Example text
2 Enterprise change capability Preparing for Change Managing Change Enterprise Architecture (Unified Change Network) Corporate Portfolio Management (Benefit Framework) Business Planning & Analysis (Organizational Coordination) Business Program Management (Business Outcomes) Platform & Application Portfolio Management (Life Cycle Management) Project Delivery (Solution Outputs) Management of Operations Communication Once expected outcomes are clearly defined, program management becomes a performance management practice that is intended to deliver outcomes with the highest possible efficiency (best scope/quality vs.
This does not mean that all discovery projects are bad or are doomed to failure. What it does mean is that companies who are using the discovery approach must be aware of what needs to be done and how to run a really well-planned discovery project. It also means that these companies must ensure that the discovery team clearly articulates plans which are specific to the company’s own individual situation. The reality is that discovery is a part of the planning foundation and sets the project up for success or failure.
Such background/current state questioning facilitates a look at things at least one layer under the publicly projected perception of the company—the proverbial “look under the hood” of a shiny new car, which may present a somewhat different opinion. In addition to understanding more about how to approach the solution side of change, this also enables an understanding of such management questions as: Who are the key stakeholders? What are their respective levels of commitment, support, and involvement?