There has been an ongoing debate around on whether a software project manager should be technical. I have worked with project managers who are technical (a part of them is still a developer) and project managers who are non-technical (people who know how to get things done, and not exactly how to do it). However, […]
I am revisiting the topic of project communication again. Earlier, I wrote a post on “Quality of Project Communication” where I also summarized the aspects of effective communication. In software projects, teams spend over 50% of time in communication – communication on project start up, scope, requirements, design, development standards, issues, clarifications, reviews and so on. […]
One of the most difficult portions of executing a software project is the user acceptance phase since a lot of changes in the application are suggested during UAT. Project managers might think "Why can't the stakeholders anticipate these things in requirements phase?" or "We are getting changes even after getting the prototypes approved." Fair. But […]
The following quote by Steve McConnell emphasizes on importance of processes in software projects. Poor quality results from weak process structure. Processes that enable teams to do "right" things first time not only improve the overall effectiveness but also improve the quality. Test results are just a measure of the overall product quality. Testing by itself does not improve software […]
Lack of time is the biggest excuse for anything we are not willing to do. Powerful thought. Recently, one of the team members failed to take an important update from the project manager resulting in a communication gap. "Why din't you take the feedback as a part of our routine practice?", he was asked. "I […]
I was sketching on a blank paper – a book, few pens and a lit candle with slogan “Knowledge is Power”. I posted it on soft board over my desk. Next day, my boss saw the sketch and said, “Knowledge is of no use without actions. Action is more powerful.” Note: A mini saga is a […]
Early start of the project always results in late finish – a lesson I have learnt specially for software projects which heavily depend on ones knowledge and understanding. It pays to spend quality time on understanding the project, the business need, the client and deciding the overall execution approach (externally with client and internally with […]
Stickyminds.com is running an excellent article on understanding introverts and extroverts by Naomi Karten. Project teams often have both these types and managing them requires us to understand each of these personality traits and manage them accordingly. My comments on Naomi's article as on Stickyminds.com: One of my introvert team member came up to me […]
People need to know what is expected out of them. Expectations from them are usually communicated verbally in one to one meetings or team meetings. However, as soon as they are back their day to day activities these expectations loose visibility. It helps to document performance expectations or Key Result Areas (KRA). My first introduction to […]