Web hosts - 134 Part II: Planning Your Software Project Going
134 Part II: Planning Your Software Project Going the extra mile? One clich that rings true is that it s always The customer may believe the project delivbetter to underpromise and overdeliver. We ve erable could have been completed for heard project managers tell us this is their fewer dollars without all the extras you ve approach to keep people happy. It sounds good, included. right? A customer asks for a piece of software If the customer discovers bugs in the soft- that can communicate with a database through ware, the blame may lie with the extras. a Web form. Your project team, however, creates a piece of software that can communicate The customer may not want the extras, through a Web form to the customer s database, regardless of how ingenious you believe and you add lots of query combinations for each they are. table in the database. Fantastic! Overdelivering is not meeting expectations; A valid argument can be made that you should you re not giving the customer what he or never underpromise, but promise what you can she asked for. deliver and live up to those promises. Techni- Now, having put the wet blanket on the fire of cally, in project management, quality is achieved creativity, let us say this: communicate. We by meeting the customer s expectations not can t emphasize enough how important it is to more than they expect, and certainly not less tell the customer what you can do, even if it s than they expect. more than what the customer has originally Surprising the customer with more than the pro-asked for. In software development, customers ject scope outlines can actually backfire, for the may need guidance on what each deliverable following reasons: can do, and they look to you as the expert to help them make those decisions. But notice this The customer may believe the project delivprocess is done before the project execution erable could have been completed faster begins, not during the implementation phase. without all the extras you ve included. The product scope and the project scope support one another. If the customer changes details in the product scope, your project scope will also change. If not, then your project team will be completing a project scope that won t create what the customer expects. Avoiding gold-plated software You create gold-plated software when you complete a project, and the software is ready to go to the customer, but suddenly realize that you have money to burn. If you find yourself with a hefty sum of cash remaining in the project budget, you may feel tempted to fix the situation with a lot of bling. After all,
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