Difference between revisions of "NewYork2008:PM Principles - Software and Database Development"
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| Line 9: | Line 9: | ||
*Interface between project and IT departments | *Interface between project and IT departments | ||
*Feeling responsible for the growth of the whole field | *Feeling responsible for the growth of the whole field | ||
| − | + | *Figuring out what people actually want (needs assessment) | |
| − | + | *Different types of personalities on the team | |
| − | + | *Politics interfering with the management of the project | |
| − | + | *Corporate refugees adjusting to the culture of non-profit | |
| − | + | *The many hats one project manager has to wear | |
| − | + | *Not enough systems thinking | |
| − | + | *Feeling overwhelmed | |
| − | + | *Scope changes in the middle of the project - how to prevent? & -how do deal? | |
| − | + | *Competing interests | |
| − | + | *The accidental PM | |
| − | + | *Split between techies and non-techies | |
| − | + | *Immediate demands vs. best practices | |
| − | + | *Rationale for variation | |
| − | + | *The initiate to plan phase is where most of these come up | |
<br><br>'''Interests:''' | <br><br>'''Interests:''' | ||
| − | + | *Collaborating with others | |
| − | + | *Solutions for dealing with non-profit culture | |
| − | + | *Some high-level technology training for the upper management | |
<br><br>'''Tools:''' | <br><br>'''Tools:''' | ||
| − | + | *Magic 8-Ball | |
| − | + | *Basecamp | |
| − | + | *Book about Project Management, by Project Management | |
<br><br>'''Additions to framework''' | <br><br>'''Additions to framework''' | ||
| − | + | *Testing is a big part of the monitoring | |
| − | + | *Possible rsearch between initiate plan | |
<br><br>'''Things that help:''' | <br><br>'''Things that help:''' | ||
| − | + | *Communication | |
| − | + | *Managing expectation | |
| − | + | *Defining ownership | |
| − | + | *Empathy | |
| − | + | *Customer Service | |
| − | + | *Assume that there is going to be a crisis. The test is how you handle it. | |
| − | + | *Anything is possible | |
Revision as of 19:21, 14 January 2016
Software and Database Development
Session consisted of mostly people who work for non-profits, although a few people that also work for companies that consult for non-profits and some that consult independently. There was a wide range of project management and software project management experiences in the group.
question: why does it seem that people are moving more towards software development projects?
- people want to use software to resolve issues but would like to leave the project management to others
- industry is buying into software, but pre-packaged programs don't exist for that industry
Pain points:
- Interface between project and IT departments
- Feeling responsible for the growth of the whole field
- Figuring out what people actually want (needs assessment)
- Different types of personalities on the team
- Politics interfering with the management of the project
- Corporate refugees adjusting to the culture of non-profit
- The many hats one project manager has to wear
- Not enough systems thinking
- Feeling overwhelmed
- Scope changes in the middle of the project - how to prevent? & -how do deal?
- Competing interests
- The accidental PM
- Split between techies and non-techies
- Immediate demands vs. best practices
- Rationale for variation
- The initiate to plan phase is where most of these come up
Interests:
- Collaborating with others
- Solutions for dealing with non-profit culture
- Some high-level technology training for the upper management
Tools:
- Magic 8-Ball
- Basecamp
- Book about Project Management, by Project Management
Additions to framework
- Testing is a big part of the monitoring
- Possible rsearch between initiate plan
Things that help:
- Communication
- Managing expectation
- Defining ownership
- Empathy
- Customer Service
- Assume that there is going to be a crisis. The test is how you handle it.
- Anything is possible