2.7 Eliminate as Many Issues as Possible

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2.7 Eliminate as Many Issues as Possible

You want to do as good a job as possible, to think of everything in advance, and cover your flanks. This is a good thing. What this leads to, however, is you, as project manager, taking ownership for everything. This is a bad thing. True, it is tough to figure out what is on your plate, and what is not, from a project perspective. The only way I know how to solve this riddle is to ask two questions regarding each issue that finds its way onto my list.

The first question is: Does this issue impact scope? [3] If the answer is no, then I take it off my list. For example, issue number 16, "ADA (Americans with Disabilities Act) implications" is not an issue I need to resolve. The architects who will design the facilities are bound by law to ensure compliance, and thus it is they who own any ADA issues. I would certainly like to convince myself that the architects will do their jobs; but, other than looking over their shoulders every now and again, the ADA issue is not a requirement for me to fret over and track.

[3]Alternately, you can ask if it really is an issue.



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Complex IT project management(c) 16 steps to success
Complex IT Project Management: 16 Steps to Success
ISBN: 0849319323
EAN: 2147483647
Year: 2004
Pages: 231
Authors: Peter Schulte

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