S is for… Slow Play

One of the more advanced techniques covered in the A-Z, Slow Play is all about avoiding doing something you really don’t want to do. The term originates from the land of Poker, but can be applied to software delivery too. The technique centres around giving the impression you are doing a particular thing but taking… Continue reading S is for… Slow Play

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S is for… Surely

“Surely” is a word that should not be in the vocabulary of the vigilant Project Manager. Uttering phrases like, “Surely the customer knew we would…” or, “Surely the software is able to…” or even, “Surely they don’t expect…”, means you have made assumptions. When you make assumptions you are leaving yourself open to all sorts… Continue reading S is for… Surely

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S is for… Slush Fund

So, you’ve just been told about your shiny new project, and everything is all exciting and ready for you to stamp your authority on it and tell everyone how it’s going to be done. It’s great when it happens like that, isn’t it? I’m sure you’ve got loads of time to deliver too… Well, you’d… Continue reading S is for… Slush Fund

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S is for… Sponge

The sponge is another example of a PM out of his depth trying to add value to his project. His project team will be telling this PM there are problems on the project, they will be sending him progress reports coloured in heavily in red felt-tip pen, they will be telling him things like, “We’re… Continue reading S is for… Sponge

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S is for… Scoob

The working assuption here is that the reader has a Scoob** either generally or specifically. To deliver projects successfully, you need the people that have the Scoobs to help you. If you’re on a project and there’s noone else with a Scoob, you’re in trouble.If your management don’t have a Scoob, you’re in big trouble.If… Continue reading S is for… Scoob

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S is for… Silver Bullet

You will often hear people say that “there is no Silver Bullet“. And this is generally true. Such miracles tend not to happen. What you can say, though, is that there are many situations that would be significantly improved by Silver and Bullets. It is hard to see how getting rid of useless people and… Continue reading S is for… Silver Bullet

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S is for… Scoping-Sword

Because of the single most important rule of delivering software projects – the Scoping Sword is not only a key weapon in your armoury, you must be skilled in how to use it effectively. Picture the scenario; you start off with a nicely planned and resourced project and everything is just swell, the sun is… Continue reading S is for… Scoping-Sword

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S is for… Schedule Chicken

People, especially customers, forget the real definition of an estimate. Its an estimate. Not a guarantee. But because they forget this they are generally unhappy if a delivery is going to be ‘late’. And with lateness comes blame. And, good guys don’t get blamed. Its the arses fault. Good guys get out of this blame… Continue reading S is for… Schedule Chicken

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S is for… Scrum Half

Sometimes you might think that dealing with problems is hard. But you’d be wrong. All you have to do is break it down into the three main choices and work from there. Think of a Scrum Half in Rugby Union. He receives the ball from the scrum and can do 1 of three things: 1.… Continue reading S is for… Scrum Half

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