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Unblurring Lines: Clarifying the Scope of Your Project Project and subproject boundaries can be challenging because people have different assumptions about exactly where the boundaries are. What, exactly, do your plan and budget include? Items on the boundary should be reviewed with project sponsors and documented as clearly in or out of project scope. |
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The Project Manager-Business Analyst Relationship: When Roles Collide In some organizations, the project manager and business analyst roles are played by different people, and in others, one person performs both. The two roles require different skill sets, so it's important for both people to collaborate—or for the one person doing both to compartmentalize actions. |
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In Software Development, Execution Isn’t Everything Where software development is concerned, good execution alone does not ensure a successful product. Even the best execution can’t overcome a terrible idea, a lack of shared expectations, or anything less than a total commitment to achieving excellence. Read on for tips to realize software success. |
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Maintaining Testable Requirements and Acceptance Criteria Once a testable requirement or acceptance criteria have been “created,” there is a tendency to assume that the task can be considered completed. Because that may or may not be true, it is better to continue to pay attention to testability. Here are four ways to maintain testable requirements. |
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Cassandra’s Curse: You Can’t Make Clients Take Action According to Greek myth, Cassandra's curse was that she could predict the future but no one would believe her prophecies. Sometimes the same can be said for project proposals. You can give the best assessment possible, but that doesn't mean the client will heed your words. Read on for encouragement. |
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Successful Performance Testing Begins at Requirements Discovering performance issues in early builds allows more time to correct the design. By including critical performance-related features and elements earlier, we can take advantage of the incremental nature of the development process to avoid creating engineering in potential performance issues. |
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Maximizing the Coexistence of Scrum and Kanban It is difficult to exclusively use Scrum or kanban in product development, given the advantages they both provide. The prospect of using the two together can be just as difficult to fathom, yet it is possible for them to coexist—and with optimal results. Read on to learn how to combine the two. |
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Tools—Some Assembly Required A tool architecture is simply a picture of all your development, testing, and deployment tools and how they fit together. Creating a "current state" diagram and then looking forward and creating a "future state" diagram helps you understand where tool integrations would be beneficial. |
