Posts Tagged ‘Project Management’

Why schedules are slipping!

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Milestones are like a progress bar indicators for internal stakeholders, they give everyone involved feedback on the progress. In different software I have come across at least three different progress bars, the first quite easily reach 90% then stalling and you’re wondering if stopped. The second one just shows that it’s working and never stall but you don’t know how much work that’s left. The third one gives you the feeling that it’s accurate and that it’s adopt in order to give you a realistic estimate. Even if the progress bar says it’s a long time left you prefer that because then you can do something else. Sincere (Swedish: uppriktigt) estimation is more valuable than working in the dark and hoping that the first 50% of the work will be evidence that the 50% of the remaining work. But this is not so easy as it sounds. Let’s look on some aspects of tracing progress.

 

Your project is getting closer to a release deadline and you ask the lead developer, “How’s is it going? Are we going to ship in time?”

“Hmm, something have come up!”, she tells you, “I have done really great for the last 4 weeks, but today I found something no one have thought of and the timetable slipped 3 month.” How big chance is that? Quite small I will say. Because timetable slips don’t happen at the end of the milestone or project. Slips just show up at the end. But they happen every day and every hour. As soon someone answers an unexpected e-mail, have to be home with sick kids or tracking down an intermittent but catastrophic bug, slips happens. These things are also important and needs to be done but the sooner you can identify how much that’s left and if there is a timetable slipping risks the better time estimation it will result in. Team members and stakeholders will be more able to trust the timetable.

 


Why Enterprise Mobility is important especially for Project Managers!

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Patrik Malmquist på Projektverktygsdagen

This week I was speaking on “Projektverktygsdagen 2012” to inspire the 250 project. My presentation focused on why enterprise mobility is important to keep an eye on as a project manager in a knowledge company. It was also about what enterprise mobility is and what opportunities it creates. Then I took with some examples of tools for managing knowledge workers in a creative situation by demonstrating a little google docs. Here is my speak if you like to watch it:

I start to talk after 20 minutes! :)


Project Manager = The Man in the Middle

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Everyone who is affected by the project will have an opinion on how the project will affect them personally and their organization. Users want the best software and customers want it for free. Sales people want a unique product that creates a great business value for as many potential customers as possible. Suppliers want a larger share and your development team wants to use only state of the art tools and technologies. Your responsibility as a software development manager is to make sure that the right thing gets done, in the right time and in the right way. To make this happen understand the needs and strategies of the different stakeholders.

The responsibility of the software development manager, therefore, is to make sure that everyone gets what they want. This makes him the middle man negotiating with all stakeholders. Your aim is to give everyone something – so they feel like a winner. This is one of the main subjects of this book and I discuss it in another chapter. For now I just want to make clear that making everyone happy to a certain extent is a key role of the software development manager.

The Man in the middle