Following “Know Thy Project” (June 26, 2008), this is the second article in a two-part series on situational assessment of project methods and environments
All project management methods carry tacit and explicit assumptions about the organization in which the project will exist. But too many project methods carry hidden assumptions about the organization's ability to make timely, purely rational (or financially motivated) decisions, provide key resources at key points of the project, and deal with politics and hidden agendas. Often, it is assumed that a strong sponsor or champion will cut through conflicting interests, mandate compliance, and clear the way …
Vincent M: "EVM requires a baseline plan to measure progress against. For Scrum you could ge…" on Agile + Earned Value
February 3, 2012
Chris W: "This is a very interesting topic especially since I am in the trenches of tradit…" on Agile + Earned Value
February 3, 2012
Andreea T: "Very interesting article that presents the essence of complex adaptive systems! …" on Mastering the Unpredictable
February 3, 2012
haresh t: "Nice article .. Its all about knowing the team members, their roles and more imp…" on The No-Drama PM
February 3, 2012