Notwithstanding the appropriateness of extracting the project management strategies from the corporate methodology, and the recognition that some tailoring is needed within each project, executives quite reasonably want their projects to have some conventions in common. They want people to be able to understand what is happening when they transfer to another project. This requires having some conventions across the organization:
I was called in once because every team used those terms differently, and they could understand neither what other people meant nor what they were doing on their projects.
Among the strategies most often mistakenly put within the methodology are the sequence and timing of gathering information. It is common to require that all requirements be gathered before any design is done, or that all user interface design be done before any software architecture is done. By now it should be clear that any strategy calling for "all-of-one-before-another" has severely limited applicability. Even sophisticated developers and managers fall into this trap. In teaching how to write use cases, I describe how to select what to write and the format in which to write. Peopleeven experienced peopleimmediately jump to the conclusion that I want all of the use cases to be written before any design is done, or that each use case should be written to completion at one time. Neither is true. The choice of how much of one use case or how many use cases to write at one time should be reevaluated continually during a project. The alert team will come up with different answers at different moments on a project and certainly different answers on different projects. This is in keeping with the cooperative game model. |