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Gold Plating (project Management)
In time management, gold plating is the phenomenon of working on a project or task past the point of diminishing returns. Phenomenon For example: after having met the requirements, the project manager or the developer works on further enhancing the product, thinking the customer will be delighted to see additional or more polished features, rather than what was asked for or expected. The customer might be disappointed in the results, and the extra effort by the developer might be futile. Gold plating is also considered a bad project management practice for different project management best practices and methodologies such as Project Management Body of Knowledge (PMBOK) and PRINCE2. In this case, 'gold plating' means the addition of any feature not considered in the original scope plan (PMBOK) or product description (PRINCE2) at any point of the project. This is because it introduces a new source of risks to the original planning such as additional testing, documentation, costs, or ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Time Management
Time management is the process of planning and exercising conscious control of time spent on specific activities, especially to increase effectiveness, efficiency, and productivity. It involves of various demands upon a person relating to Employment, work, Interpersonal relationship, social life, family, hobby, hobbies, personal interests, and commitments with the finite nature of time. Using time effectively gives the person "choice" on spending or managing activities at their own time and expediency. Time management may be aided by a range of skills, tools, and techniques used to management, manage time when accomplishing specific tasks, projects, and goals complying with a due date. Initially, time management referred to just business or work activities, but eventually, the term broadened to include personal activities as well. A time management system is a designed combination of processes, tools, techniques, and methods. Time management is usually a necessity in any project man ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Diminishing Returns
In economics, diminishing returns are the decrease in marginal (incremental) output of a production process as the amount of a single factor of production is incrementally increased, holding all other factors of production equal ( ceteris paribus). The law of diminishing returns (also known as the law of diminishing marginal productivity) states that in productive processes, increasing a factor of production by one unit, while holding all other production factors constant, will at some point return a lower unit of output per incremental unit of input. The law of diminishing returns does not cause a decrease in overall production capabilities, rather it defines a point on a production curve whereby producing an additional unit of output will result in a loss and is known as negative returns. Under diminishing returns, output remains positive, however productivity and efficiency decrease. The modern understanding of the law adds the dimension of holding other outputs equal, since ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Requirement
In product development and process optimization, a requirement is a singular documented physical or functional need that a particular design, product or process aims to satisfy. It is commonly used in a formal sense in engineering design, including for example in systems engineering, software engineering, or enterprise engineering. It is a broad concept that could speak to any necessary (or sometimes desired) function, attribute, capability, characteristic, or quality of a system for it to have value and utility to a customer, organization, internal user, or other stakeholder. Requirements can come with different levels of specificity; for example, a requirement specification or requirement "spec" (often imprecisely referred to as "the" spec/specs, but there are actually different sorts of specifications) refers to an explicit, highly objective/clear (and often quantitative) requirement (or sometimes, ''set'' of requirements) to be satisfied by a material, design, product, or serv ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Project Management
Project management is the process of leading the work of a team to achieve all project goals within the given constraints. This information is usually described in project documentation, created at the beginning of the development process. The primary constraints are scope, time, and budget. The secondary challenge is to optimize the allocation of necessary inputs and apply them to meet pre-defined objectives. The objective of project management is to produce a complete project which complies with the client's objectives. In many cases, the objective of project management is also to shape or reform the client's brief to feasibly address the client's objectives. Once the client's objectives are clearly established, they should influence all decisions made by other people involved in the project – for example, project managers, designers, contractors, and subcontractors. Ill-defined or too tightly prescribed project management objectives are detrimental to decision-maki ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Project Management Body Of Knowledge
The Project Management Body of Knowledge (PMBOK) is a set of standard terminology and guidelines (a body of knowledge) for project management. The body of knowledge evolves over time and is presented in ''A Guide to the Project Management Body of Knowledge'' (''PMBOK Guide''), a book whose seventh edition was released in 2021. This document results from work overseen by the Project Management Institute (PMI), which offers the CAPM and PMP certifications. Much of the ''PMBOK Guide'' is unique to project management such as critical path method and work breakdown structure (WBS). The ''PMBOK Guide'' also overlaps with general management regarding planning, organising, staffing, executing and controlling the operations of an organisation. Other management disciplines which overlap with the ''PMBOK Guide'' include financial forecasting, organisational behaviour, management science, budgeting and other planning methods. History Earlier versions of the ''PMBOK Guide'' were recogni ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Prince 2
PRINCE2 (PRojects IN Controlled Environments) is a structured project management method and practitioner certification programme. PRINCE2 emphasises dividing projects into manageable and controllable stages. It is adopted in many countries worldwide, including the UK, Western European countries, and Australia. PRINCE2 training is available in many languages. PRINCE2 was developed as a UK government standard for information systems projects. In July 2013, ownership of the rights to PRINCE2 were transferred from HM Cabinet Office to AXELOS Ltd, a joint venture by the Cabinet Office and Capita, with 49% and 51% stakes respectively. History PRINCE was derived from an earlier method called PROMPT II (Project Resource Organisation Management Planning Techniques). In 1989 the Central Computer and Telecommunications Agency (CCTA) adopted a version of PROMPT II as a UK Government standard for information systems (IT) project management. They gave it the name 'PRINCE', which originally ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Second-system Effect
The second-system effect or second-system syndrome is the tendency of small, elegant, and successful systems to be succeeded by over-engineered, bloated systems, due to inflated expectations and overconfidence. The phrase was first used by Fred Brooks in his book ''The Mythical Man-Month'', first published in 1975. It described the jump from a set of simple operating systems on the IBM 700/7000 series to OS/360 on the 360 series, which happened in 1964. See also * Anti-pattern * Feature creep * Inner-platform effect * Osborne effect * Sophomore slump * Unix philosophy The Unix philosophy, originated by Ken Thompson, is a set of cultural norms and philosophical approaches to minimalist, modular software development. It is based on the experience of leading developers of the Unix operating system. Early Unix de ... References External links * * * * Anti-patterns Software quality {{software-eng-stub ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Scope Creep
Scope creep (also called requirement creep, or kitchen sink syndrome) in project management refers to changes, continuous or uncontrolled growth in a project’s scope, at any point after the project begins. This can occur when the scope of a project is not properly defined, documented, or controlled. It is generally considered harmful. It is related to but distinct from feature creep, because feature creep refers to features, and scope creep refers to the whole project. Common causes Poorly defined project scope Ineffective project management communication between a client and the project manager is a leading effect of project scope creep. An assignment that is not understood correctly will turn out to be completely different from clients vision. With that being said clients can also be to blame as they may not see a clear vision of what they want. Failure to capture all requirements Properly defining project scope requires thorough investigation by the project manager du ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Worse Is Better
Worse is better (also called the New Jersey style) is a term conceived by Richard P. Gabriel in an essay of the same name to describe the dynamics of software acceptance. It refers to the argument that software quality does not necessarily increase with functionality: that there is a point where less functionality ("worse") is a preferable option ("better") in terms of practicality and usability. Software that is limited, but simple to use, may be more appealing to the user and market than the reverse. As to the oxymoronic title, Gabriel calls it a caricature, declaring the style bad in comparison with "The Right Thing". However he also states that "it has better survival characteristics than the-right-thing" development style and is superior to the "MIT Approach" with which he contrasted it. The essay was included into the 1994 book '' The UNIX-HATERS Handbook'', and has been referred to as the origin of the notion of a conceptual split between developers on the east and west coa ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Death March (project Management)
In project management, a death march is a project which participants believe to be destined for failure, or that requires a stretch of unsustainable overwork. The project marches to its death as its members are forced by their superiors to continue the project, against their better judgment. The term originated in the field of software development, and has since spread to other fields. Death marches are usually a result of unrealistic or overly optimistic expectations in scheduling or feature scope, and often result from a lack of appropriate documentation, relevant training, or outside expertise needed to complete the project. Management may desperately attempt to right the course of the project by asking team members to work especially grueling hours (14-hour days or 7-day weeks) or by attempting to "throw (enough) bodies at the problem", often causing burnout. The discomfort is heightened by project participants' knowledge that the failure is avoidable. It may have succeeded ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
KISS Principle
KISS, an acronym for "Keep it simple, stupid!", is a design principle noted by the U.S. Navy in 1960. First seen partly in American English by at least 1938, the KISS principle states that most systems work best if they are kept simple rather than made complicated; therefore, simplicity should be a key goal in design, and unnecessary complexity should be avoided. The phrase has been associated with aircraft engineer Kelly Johnson. The term "KISS principle" was in popular use by 1970. Variations on the phrase (usually as some euphemism for the more churlish "stupid") include "keep it super simple", "keep it simple, silly", "keep it short and simple", "keep it short and sweet", "keep it simple and straightforward", "keep it small and simple", "keep it simple, soldier", "keep it simple, sailor", "keep it simple, sweetie", or "keep it sweet and simple". Origin The acronym was reportedly coined by Kelly Johnson, lead engineer at the Lockheed Skunk Works (creators of the Lockheed U-2 ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Software Project Management
Software project management is an art and science of planning and leading software projects. It is a sub-discipline of project management in which software projects are planned, implemented, monitored and controlled. History In the 1970s and 1980s, the software industry grew very quickly, as computer companies quickly recognized the relatively low cost of software production compared to hardware production and circuitry. To manage new development efforts, companies applied the established project management methods, but project schedules slipped during test runs, especially when confusion occurred in the gray zone between the user specifications and the delivered software. To be able to avoid these problems, ''software'' project management methods focused on matching user requirements to delivered products, in a method known now as the waterfall model. As the industry has matured, analysis of software project management failures has shown that the following are the most comm ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
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