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One of the worst duties of a project manager on these big initiatives is to create detailed project plans that are both accurate and relevant. Whereas this is the subject matter of Chapter 6, it deserves a word here. Having detailed requirements and subsequently derived specifications makes planning and risk avoidance far easier when it is time for those activities to kick off. Why is that? Because generating the appropriate level of detail and discussion on deliverables now will concurrently surface most of the sequences, dependencies, and risk that you will need to run through the planning process later. These latter bits of data are the natural offshoot of the requirements development process and can be swept right off the floor into the planning hopper when the time is right. By the way, this is just around the corner from where we are right now.
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