Web design online - 350 Part VI: The Part of Tens Planning
350 Part VI: The Part of Tens Planning is the most time-intensive part of the project management process because it involves all of the project management knowledge areas. Planning includes creating project plans, gathering requirements, crafting communication plans, forming risk management plans, and developing quality management plans. Because creating project plans is an iterative process, it can get pretty tedious. You develop a project plan, something happens, and then you have to adjust the plan and communicate these changes to the appropriate stakeholders. It s really quite boring to do things right (especially if you have to do them right more than once), so we suggest not concerning yourself with any types of planning. Where planning is concerned, here are the two things you should definitely not do if you really want to blow your software project out of the water: Don t create a communication plan. The stakeholders and sponsor will eventually hear the status of the project anyway, so why bother developing the communication plans? An added bonus is that you can spend the time you save looking for a new job. Don t bother with resource management planning. Most project managers believe it s worthwhile to create a resource management plan that outlines the requirements for people, equipment, supplies, and so on. Planning resources is highly overrated. Instead of planning for and documenting your resource needs so that you can be prepared for each phase of your software project, it is much easier to just figure everything out as you go. Ignoring Risk Management As we discuss in Chapter 5, there are risks inherent in every project. Actually, there are risks in everything you do. You took a risk when you picked up this book you could have dropped the book on the big toe of your left foot and ended up in the emergency room. But you determined that the rewards you would get from reading this book were well worth the risks. And of course you were right. If you consistently ignore risks, you consistently miss opportunities associated with taking a chance on an anticipated outcome. Risks do not always have a negative outcome. Julius Caesar would never have become emperor had he not crossed the Rubicon. People who plan for risks often win. Risks are categorized into two categories, pure and business. You can t do much about a pure risk. If Caesar had contracted malaria while crossing the
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