http://www.jrothman.com/blog/mpd/2003/05/how-little-can-you-do.html Management, especially good management, is hard to do. This blog is for people who want to think about how they manage people, projects, and risk. Fri, 18 May 2012 15:02:36 +0000 hourly 1 http://wordpress.org/?v=3.3.2 http://www.jrothman.com/blog/mpd/2003/05/how-little-can-you-do.html/comment-page-1#comment-68695 How-much vs. How-little Thinking in Project Management - PM Hut Mon, 01 Mar 2010 19:31:29 +0000 http://jrothman.com/blog/mpd/?p=8360#comment-68695 [...] The original article can be found at: http://jrothman.com/blog/mpd/2003/05/how-little-can-you-do.html [...] [...] The original article can be found at: http://jrothman.com/blog/mpd/2003/05/how-little-can-you-do.html [...]

]]> http://www.jrothman.com/blog/mpd/2003/05/how-little-can-you-do.html/comment-page-1#comment-64768 Kill, Commit, or Transform Your Projects | TuxWire : The Linux Blog Fri, 01 Jan 2010 21:18:41 +0000 http://jrothman.com/blog/mpd/?p=8360#comment-64768 [...] transforming a project is as simple as asking “How little can we do and still have a valuable product?” Too often, we fall into “how much” thinking, [...] [...] transforming a project is as simple as asking “How little can we do and still have a valuable product?” Too often, we fall into “how much” thinking, [...]

]]> http://www.jrothman.com/blog/mpd/2003/05/how-little-can-you-do.html/comment-page-1#comment-538 Jim Cleveland Wed, 12 Apr 2006 04:24:00 +0000 http://jrothman.com/blog/mpd/?p=8360#comment-538 I think there is a subtle, but distinct difference between a 'Product' and a 'Project'. In regards to a 'Project' the "How-little" and "How-much" analogies definitely apply; however, I seen these mind sets used repeatedly over time and utimately tarnish or even kill products because one mindset was used consistently over the other. For this, I generally operate somewhere in the middle of these two: 1. I do think that people are scarce 2. Schedules really does matter, but not to the extent of everything else 3. Cost of development is generally not the driving factor 4. Requirements are important, but Requirement Specifications are of very limited value (Actual sales, increased productivity, or lower cost are much better measurements) 5. Tasks and items should be measured against the schedule and features and fixes should be provided in phases 6. Project cost is only considered when additional resources are needed (hardware, software, or people) I think there is a subtle, but distinct difference between a ‘Product’ and a ‘Project’. In regards to a ‘Project’ the “How-little” and “How-much” analogies definitely apply; however, I seen these mind sets used repeatedly over time and utimately tarnish or even kill products because one mindset was used consistently over the other. For this, I generally operate somewhere in the middle of these two:
1. I do think that people are scarce
2. Schedules really does matter, but not to the extent of everything else
3. Cost of development is generally not the driving factor
4. Requirements are important, but Requirement Specifications are of very limited value (Actual sales, increased productivity, or lower cost are much better measurements)
5. Tasks and items should be measured against the schedule and features and fixes should be provided in phases
6. Project cost is only considered when additional resources are needed (hardware, software, or people)

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