Comments on: Embrace Change http://www.yuwantitwhen.com/blog/2007/08/13/embrace-change/ Practical methods for successful software management. Mon, 03 Aug 2009 05:32:33 +0000 http://wordpress.org/?v=2.9.1 hourly 1 By: Bill Miller http://www.yuwantitwhen.com/blog/2007/08/13/embrace-change/comment-page-1/#comment-244 Bill Miller Sat, 22 Mar 2008 23:55:35 +0000 http://www.yuwantitwhen.com/blog/2007/08/13/embrace-change/#comment-244 Glen, I believe the plan as that separate document is what many people may find as irrelevant as we were discussing on your recent post: <a href="http://herdingcats.typepad.com/my_weblog/2008/03/if-it-wasnt-for.html" rel="nofollow">If it wasn't for the "last minute" nothing would get done</a>. (For anyone reading this, I highly recommend you give Glen's post a read.) Too often the plan as represented in that separate document isn't a strategy. It's a boilerplate document that says essentially the same thing for every project. When that is the case, I can empathise with those feelings that say the plan is irrelevant. Too often teams creating a process from the CMMI model will identify a document, called the plan, that has that characteristic. Glen,
I believe the plan as that separate document is what many people may find as irrelevant as we were discussing on your recent post:
If it wasn’t for the “last minute” nothing would get done. (For anyone reading this, I highly recommend you give Glen’s post a read.)

Too often the plan as represented in that separate document isn’t a strategy. It’s a boilerplate document that says essentially the same thing for every project. When that is the case, I can empathise with those feelings that say the plan is irrelevant. Too often teams creating a process from the CMMI model will identify a document, called the plan, that has that characteristic.

]]> By: Glen B. Alleman http://www.yuwantitwhen.com/blog/2007/08/13/embrace-change/comment-page-1/#comment-243 Glen B. Alleman Sat, 22 Mar 2008 23:03:15 +0000 http://www.yuwantitwhen.com/blog/2007/08/13/embrace-change/#comment-243 As well the Plan and the Schedule are two different documents in some paradigms. Integrated Master Plan / Integrated Master Schedule (IMP/IMS) for example. The Plan is the strategy for the successful completion of the project. With maturity assessment points (Program Events), Significant Accomplishements and their Accomplishment Criteria called out. The Schedule is the description of when, who, and what work will be performed to produce the Accomplishment Criteria. As well the Plan and the Schedule are two different documents in some paradigms. Integrated Master Plan / Integrated Master Schedule (IMP/IMS) for example.
The Plan is the strategy for the successful completion of the project. With maturity assessment points (Program Events), Significant Accomplishements and their Accomplishment Criteria called out.
The Schedule is the description of when, who, and what work will be performed to produce the Accomplishment Criteria.

]]> By: Bill Miller http://www.yuwantitwhen.com/blog/2007/08/13/embrace-change/comment-page-1/#comment-242 Bill Miller Sat, 22 Mar 2008 22:01:21 +0000 http://www.yuwantitwhen.com/blog/2007/08/13/embrace-change/#comment-242 Glen, Thanks for visiting and commenting. It was only after working through a few projects, early in my career, that I came to understand that the plan and the schedule are working documents, and that the objective was not to create an immutable plan up front, but to define and manage an evolving strategy. Glen,
Thanks for visiting and commenting. It was only after working through a few projects, early in my career, that I came to understand that the plan and the schedule are working documents, and that the objective was not to create an immutable plan up front, but to define and manage an evolving strategy.

]]> By: Glen B. Alleman http://www.yuwantitwhen.com/blog/2007/08/13/embrace-change/comment-page-1/#comment-241 Glen B. Alleman Fri, 21 Mar 2008 22:01:41 +0000 http://www.yuwantitwhen.com/blog/2007/08/13/embrace-change/#comment-241 Great Post, A Plan is a Strategy for Success. Strategies must adapt to the emerging situtaions of the project. Both internal and external forces. This notion is lost on many in the PM community that conjecture planning adds little value in the presence of changing requirements. Great Post,
A Plan is a Strategy for Success. Strategies must adapt to the emerging situtaions of the project. Both internal and external forces.
This notion is lost on many in the PM community that conjecture planning adds little value in the presence of changing requirements.

]]> By: Tyner Blain http://www.yuwantitwhen.com/blog/2007/08/13/embrace-change/comment-page-1/#comment-12 Tyner Blain Fri, 21 Sep 2007 04:52:12 +0000 http://www.yuwantitwhen.com/blog/2007/08/13/embrace-change/#comment-12 <strong>Why Your Project Plan Will Fail...</strong> You’ve written a project plan. Your team is ready to start. Here’s the bad news - you’re going to fail. But why? How can you avoid failure? The Undergrad Mistakes Failing to plan is planning to fail. We’ve all heard this ... Why Your Project Plan Will Fail…

You’ve written a project plan. Your team is ready to start. Here’s the bad news – you’re going to fail. But why? How can you avoid failure?

The Undergrad Mistakes
Failing to plan is planning to fail. We’ve all heard this …

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