Susan Fennema is the project manager at MightyData and has worked with me for five years. In this episode, we answer a question from George Brooks about agile development and how to successfully complete a value-based project.
Can you give an example of a set of value statements that you worked from, and how you managed the client's expectations?
Our experience is that so much of this is so subjective. We all know the end of the project never really ends when the results are subjective.
Questions we are constantly asking: What is finished? What is success? When do we start considering the next set of work? Or, I guess, when do we start considering the next set of values?
– AOV Listener
How to Define Scope
* How do you manage the subjectivity of when the project is complete?
* The value is subjective.
* The scope is not subjective.
* We meet the defined scope of the project, not the value.
* Agree to both the value and the scope with the customer before beginning the project.
* How do you define a scope that is not subjective?
* Define the specific outcomes and tasks to achieve the value.
* Sometimes the scope can be subjective, based on perspectives.
* Be very specific in your scope and ask questions about the tangible items upfront.
* You learn how to write good scope through experience.
* To serve your customer best, give the customer what they perceive is the scope.
* The service provider decides the intention behind the scope.
* Give the customer the benefit of the doubt whenever possible.
* Clearly define a timeframe – a project has to have a start and end.
* A project, as defined by Ed Kless, is bringing together a team to accomplish a specific purpose for a short period of time.
* Break down a project that may take a long period of time into phases.
Duration vs. Effort
* What is the difference between duration and effort?
* When is the customer going to be able to start testing?
* Build milestones to define the duration, outside of the effort.
* Testing has a start and end to finish the project.
* What should you do in the kick-off meeting with the customer?
* Walk through milestones and schedule.
* Confirm vacations/absences.
* Talk through customer responsibilities.
* Discuss what the project champion does.
* Explain what to do during testing.
* Continually remind the customer of the process during weekly status meetings.
* It is OK to modify the milestones when needed without affecting the end date.
* Give grace to customer when necessary.
* What is a project champion and why is it important?
* A project champion is the project manager for the customer's internal team.
* Acquire information needed.
* Coordinate internal departments.
* Responsible for training their team.
* Lead adoption of the software.
* Define who can drive the decision-making process.
* Changing a project champion might require a change request.
How to Complete a Project
* How does a project management system help finish the project?
* We use Basecamp.