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6 votes

What can I do when I can't adjust scope, resources, or schedule and a team member wants a raise?

TL;DR Your job as a Product Owner (PO) or Project Manager (PM) is not to have all the answers. Your job is to have a vision, and to communicate options to stakeholders and business decision-makers. ...
Todd A. Jacobs's user avatar
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5 votes

When does throwing in people to meet a Project's Scope or Time constraints ever work?

In certain cases it is possible to get more work done if you introduce more people. The most usual scenario is when teams take time to do detailed scoping and when the project itself allows low ...
Roberto Anzaldua's user avatar
4 votes

How can you make a project succeed by raising budget?

The answer will be peculiar to the individual project. Wallace's law of project management the PM's primary job is to inform stakeholders of the effect of any change on Scope, Schedule, and Quality. ...
MCW's user avatar
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3 votes

What can I do when I can't adjust scope, resources, or schedule and a team member wants a raise?

Let's simplify your question down. Feature A is expected to cost $X to deliver and in reality costs $1.2X to deliver. This can be because of a raise, inflation, change in needs, or a ton of other ...
Daniel's user avatar
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3 votes
Accepted

When does throwing in people to meet a Project's Scope or Time constraints ever work?

Different tasks have different degrees of resources elasticity. And a task in itself can have different degrees of elasticity depending on other present variables like the environment. Imagine ten ...
David Espina's user avatar
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3 votes

critical chain project management

If we go back to PMBoK basics, the definition in the 5th edition is is: Critical Chain Method: A schedule method that allows the project team to place buffers on any project schedule path to ...
SBWorks's user avatar
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2 votes

How to deal with a client who does not respect PM practices, yet wants a PM?

Due to the history, it does not sound like you will ever convince her of the need for a more sophisticated PM approach. At this stage, if I were in your shoes, document and publish to as many ...
David Espina's user avatar
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2 votes

How to deal with a client who does not respect PM practices, yet wants a PM?

My experience has been that when the client refuses to accept your advice, the best approach is to focus on highlighting the pain. By that, I mean you use information radiators and reporting to make ...
Barnaby Golden's user avatar
2 votes
Accepted

Iron triangle question..how could extended scope only be mitigated by time?

The project management "iron" triangle is problematic. It does not realistically represent the relationship between the three chosen aspects. It does not consider quality (except, perhaps, as a ...
Alan Larimer's user avatar
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2 votes

When does throwing in people to meet a Project's Scope or Time constraints ever work?

One way to think about it is to consider if the task would be marked "Effort Driven" if you were creating an MS Project Plan for it. Effort driven tasks are actually expedited by adding people (at ...
Scott C Wilson's user avatar
2 votes

When does throwing in people to meet a Project's Scope or Time constraints ever work?

A lot of the other answer, cover the case where there is a lot of independence. But what if there is no space on the team to add anyone, then is it ever possible. Hire a specialist in an area that ...
ctrl-alt-delor's user avatar
2 votes
Accepted

How to select between upfront waterfall planning with a fixed schedule and a milestone-driven approach?

TL;DR I am in charge of development, and currently my boss and I disagree about the planning approach. Either you're in charge or you're not. If you're in charge, that means you are responsible for ...
Todd A. Jacobs's user avatar
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2 votes

Under what circumstances does resource levelling become necessary?

The act of leveling is to reschedule your work packages so that over utilized resources are reconciled. But it seems your interest is to identify over-utilized resources, which you can see by report. ...
David Espina's user avatar
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2 votes

When we decrease budget in iron triangle, is it necessary that scope must decrease?

Each of these variables is correlated with the others. If a change occurs on one of them, it will likely drive some degree of change in one or both of the remaining variables. There are several ...
David Espina's user avatar
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2 votes

When we decrease budget in iron triangle, is it necessary that scope must decrease?

The relationship between cost, time, and scope is a bit more complex. The main statement is that you cannot tweak one corner of the triangle without affecting at least one of the others, too, but the ...
Hans-Martin Mosner's user avatar
2 votes

What can I do when I can't adjust scope, resources, or schedule and a team member wants a raise?

If you want a salary increase, I need to be able to justify it by showing that your your work saves costs on other elements of the project. Is your code of sufficient quality that the total cost of ...
MCW's user avatar
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1 vote

Is the application of the Drum-Buffer-Rope (DBR) concept in this example wrong?

You appear to be quoting some text out of context, which is likely why you're confused. I haven't read the book so I can't speak to specifics, but the quoted piece says the average cycle time for this ...
Todd A. Jacobs's user avatar
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1 vote

When does throwing in people to meet a Project's Scope or Time constraints ever work?

I definitely agree on what Roberto Anzaldua posted. From what I observed: If you give a tightly coupled codebase to someone new to the project, he/she will need to dissect which parts he needs to ...
newbie programmerz's user avatar
1 vote

How can you make a project succeed by raising budget?

Scope, Schedule and Quality define "What" the project should deliver, however they don't define "How" it will deliver. As stated in other answers, more budget can allow the "...
Iain9688's user avatar
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1 vote

How can you make a project succeed by raising budget?

The iron triangle of cost, scope, time, pick only two, is a model of project constraints. It's a good model, but sometimes confuses people who think they can only work on one dimension, while keeping ...
Bogdan's user avatar
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1 vote

How can you make a project succeed by raising budget?

Budget as the Unbound Constraint Throwing money at a sunk cost won't "save" a failing project, but if you don't allocate adequate resources to meet your other project constraints then a ...
Todd A. Jacobs's user avatar
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1 vote
Accepted

MS Project: Sub-tasks causing unexpected 'Late Start'

The general rule is that the late date of a task is the earliest of: Its successor late dates, adjusted for lag, calendars, and duration; Its Deadline, adjusted for calendars and duration; Its SNLT/...
Tom Boyle's user avatar
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1 vote

When does throwing in people to meet a Project's Scope or Time constraints ever work?

Adding extra people to a project can work quite well if you have planned it out in advance. In my team, we have a few external people who are up to date with our systems and can help us out if needed. ...
John_C's user avatar
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1 vote

When does throwing in people to meet a Project's Scope or Time constraints ever work?

Is there any other scenario that could work? I think you are approaching this from an angle of what works functionally. You already know it does not. Look at it from another angle: as a project ...
nvoigt's user avatar
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1 vote

Iron triangle question..how could extended scope only be mitigated by time?

Projects often spend extra to make a deadline Alan gave a good answer pointing out the limitations of the project management "iron" triangle. To answer your specific question, you need to consider ...
Ashok Ramachandran's user avatar
1 vote

How to deal with a client who does not respect PM practices, yet wants a PM?

There must be an official agreement, that establishes your position and responsibilities during the project. 1. The best scenario is for you to find the way to protect your position, the project and ...
user2149079's user avatar

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