Most of us have tendencies to think big and go big. If you visioning a big project, you still want to get development started early, and get to market as soon as possible. Most such projects never can have well defined requirements, and usually initiate with the caveat that the project scope statements are “flexible” and not fully defined. So, the key question is how do you start and make least mistakes?
Commercializing big products in chunks definitely helps monetize value, improve experience, and save time and money. The overhead cost in terms of process and management is minimal leading to a quicker but leads to lower quality result.
BREAKDOWNS BEFORE BREAKTHROUGHS
Breaking down your deliverables enables project’s where the business requirements are easily digestible by the team, and easier to quantify to be successfully developed. Fast moving, cutting edge developments should be quickly coded and tested, and any mistakes should be easily rectified.
STRICT BUT LIGHT CONTROLS
Implement a lightly controlled methods which insists on frequent updating of the progress in work through regular meetings. Thus there is clear visibility of the project development with iterative approach. It is easier to deliver a quality product in a scheduled time.
SET CONTINUOUS FEEDBACK
Due to short development cycles and constant feedback, it becomes easier to cope with the changes. Daily meetings make it possible to measure individual productivity. This leads to the improvement in the productivity of each of the team members. Issues are identified well in advance through the daily meetings and hence can be speedily resolved.
GET A CEO OF PROJECT MANAGEMENT
Project stakeholders are mostly tempted to keep demanding new functionality. Project creep seems to be a normality and far less understood as at times even the smallest change disrupts output. A clear methodology that expresses clear requirements and assignments mitigates scope creep, delays and cost.
