Browsing All posts tagged under »Microsoft«

Business Analysis Technique #20 – Problem Tracking

April 21, 2011 by


Problems, issues, bugs, defects, action items, punch list, clean up tables – so many synonymous terms for the same underlying concept – tracking known “stuff” and making sure it gets resolved before a product or service is released.   While risk management concerns the known- unknown, management reserves address unknown  -unknown, problem tracking is smack dab […]

Agile Principle 7 – Working Software

February 10, 2011 by


  The seventh principle of the Agile Manifesto is the simplest and shortest one.  Working software is the primary measure of progress.  That simplicity belies a profound philosophy and modus operandi  That is the outcome trumps the process.   This philosophy grates and goes against the grain of conventional wisdom.  Have a problem, add process. […]

Agile Principle 6 – Face to Face Interaction

February 9, 2011 by


  Face to face interaction provides for the most effective form of communication.  The sixth Agile Manifesto principle advocates face-to-face conversation.  A sticking point for adopting Agile is the dominance of virtual teams within an organization and among different organizations (in a vendor – customer relationship or within a supply chain for example).  Bringing virtual […]

Agile Principle 3 – Deliver Work Frequently

February 6, 2011 by


Steve McConnell (Borland, Independent, then Microsoft) and Philippe Kahn (Borland founder) are two notable software engineers from the late 1980’s to present day. They  introduced the concept of a daily build and smoke test in the late 80’s while at Borland.  Its ability to roll out cutting edge development tools (Turbo Pascal first, Paradox second) […]

Need to Know vs. Nice to Know: PM’s and Functional Managers- a critical partnership

January 27, 2011 by


Part of the project manager’s (PM) role is to delegate tasks to resources to get the work done.  Mostly these people report to functional managers, not the PM leading the project. So, what do you do when assigned tasks don’t get done because a resource’s first allegiance is not to the project, but to their […]