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Gold Plating (project Management)
In project management and time management, gold plating is the phenomenon of working on a project or task past the point of diminishing returns. For example, after having met a project's requirements, the manager or the developer works on further enhancing the product, thinking that the customer will be delighted to see additional or more polished features, beyond that which was asked for or expected. If the customer is disappointed in the results, the extra effort put into it might be futile. Gold plating is 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, ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Project Management
Project management is the process of supervising the work of a Project team, team to achieve all project goals within the given constraints. This information is usually described in project initiation documentation, project documentation, created at the beginning of the development process. The primary constraints are Scope (project management), scope, time and budget. The secondary challenge is to operations research, optimize the Resource allocation, allocation of necessary inputs and apply them to meet predefined 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 established, they should influence all decisions made by other people involved in the project– for example, project managers, designers, contractors and subcontractors ... [...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. Time management involves demands relating to work, social life, family, hobbies, personal interests and commitments. Using time effectively gives people more choices in managing activities. Time management may be aided by a range of skills, tools and techniques, especially when accomplishing specific tasks, projects and goals complying with a due date. Initially, the term time management encompassed only business and work activities, but eventually the term comprised 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 managing projects, as it determines the project completion time and scope. Cultural views Differences in the way a culture views time can affect the way their tim ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Diminishing Returns
In economics, diminishing returns means 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 a productive process, if a factor of production continues to increase, while holding all other production factors constant, at some point a further incremental unit of input will return a lower amount of output. The law of diminishing returns does not imply a decrease in overall production capabilities; rather, it defines a point on a production curve at which producing an additional unit of output will result in a lower profit. Under diminishing returns, output remains positive, but productivity and efficiency decrease. The modern understanding of the law adds the dimension of holding other outputs equal, since a giv ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Requirement
In engineering, a requirement is a condition that must be satisfied for the output of a work effort to be acceptable. It is an explicit, objective, clear and often quantitative description of a condition to be satisfied by a material, design, product, or service. A specification or spec is a set of requirements that is typically used by developers in the design stage of new product development, product development and by testers in their verification process. With iterative and incremental development such as agile software development, requirements are developed in parallel with design and implementation. With the waterfall model, requirements are completed before design or implementation start. Requirements are used in many engineering fields including engineering design, system engineering, software engineering, enterprise engineering, New product development, product development, and process optimization. Requirement is a relatively broad concept that can describe any nec ... [...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 recogn ... [...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. In 2021, PRINCE2 was transferred to PeopleCert during their acquisition of AXELOS. 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 informat ... [...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 Minimalism (computing), minimalist, Modularity (programming), modular software development. It is based on the experience of leading devel ... References External links * * * * Software quality {{software-eng-stub de:Vom Mythos des Mann-Monats#Das Problem des zweiten Systems ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Scope Creep
Scope creep (also called requirement creep, or kitchen sink syndrome) in project management is continuous or uncontrolled growth in a project's scope, generally experienced 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 during t ... [...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 a 1989 essay 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 coast ... [...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. Death marches can also be triggered by misunderstandings between parties, unresolved assumptions, mismatched expectations, and sometimes external change. Management may desperately attempt to right the course of the project by asking team members to work grueling hours (14-hour days or 7-day weeks), often causing burnout, or by attempting to "throw (enou ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
KISS Principle
KISS, an acronym for "Keep it simple, stupid!", is a design principle first noted by the U.S. Navy in 1960. First seen partly in American English by at least 1938, KISS implies that simplicity should be a design goal. The phrase has been associated with aircraft engineer Kelly Johnson (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", "keep it stupidly simple", or "keep it sweet and simple". Origin The acronym was reportedly coined by Kelly Johnson (engineer), Kelly Johnson, lead engineer at the Lockheed Martin, Lockheed Skunk Works (creators of the Lockheed U-2 and SR-71 Blackbird spy planes, among many others). How ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
You Aren't Gonna Need It
"You aren't gonna need it" (YAGNI) is a principle which arose from extreme programming (XP) that states a programmer should not add functionality until deemed necessary. Other forms of the phrase include "You aren't going to need it" (YAGTNI) and "You ain't gonna need it". Ron Jeffries, a co-founder of XP, explained the philosophy: "Always implement things when you actually need them, never when you just foresee that you illneed them." John Carmack wrote "It is hard for less experienced developers to appreciate how rarely architecting for future requirements / applications turns out net-positive." Context YAGNI is a principle behind the XP practice of "do the simplest thing that could possibly work" (DTSTTCPW). It is meant to be used in combination with several other practices, such as continuous refactoring, continuous automated unit testing, and continuous integration. Used without continuous refactoring, it could lead to disorganized code and massive rework, known as technical ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
