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Effective Project Management Traditional, Adaptive, Extreme phần 2

Thẻ thông minh chưa được biết là một thẻ nhớ Hãy thử mỗi giao thức truyền thẻ nhớ trong lần lượt, và ngay sau khi nhận được dữ liệu chính xác, sử dụngThiết kế đầu ra ứng dụng các kết quả của việc lựa chọn và đọc nỗ lực. | Chapter 1 but the amount of work remaining doesn t seem to decrease proportionately. Other than random checks the only effective thing that the project manager can do is to increase the frequency of status reporting by those team members who seem to suffer from effort creep. Feature Creep Closely related to scope creep is feature creep. Feature creep results when the team members arbitrarily add features and functions to the deliverable that they think the customer would want to have. The problem is that the customer didn t specify the feature probably for good reason. If the team member has strong feelings about the need for this new feature formal change management procedures can be employed. CROSS-REFERENCE The change management process is discussed in Chapter 10. An example illustrates the point. The programmer is busy coding a particular module in the system. He or she gets an idea that the customer might appreciate having another option included. The systems requirements document does not mention this option. It seems so trivial that the programmer decides to include it rather than go through the lengthy change process. While this approach may seem rather innocent let s look at some possible consequences. First of all because the feature is not in the system requirements document it is also not in the acceptance test procedure the systems documentation the user documentation and the user training program. What will happen if something goes wrong with the new option How will another programmer know what to do What will happen when the user discovers the option and asks for some modification of it You can see the consequences of such an innocent attempt to please. The message here is that a formal change request must be filed and if it is approved the project plan and all related activities will be appropriately modified. Project Classifications In this section we characterize projects in terms of a detailed set of variables. The value of these variables is .