Posted on 2007-07-10 13:02
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經(jīng)常提醒自己要注意規(guī)避項(xiàng)目風(fēng)險(xiǎn)，看看下面轉(zhuǎn)貼的十大錯(cuò)誤：
著名的IT市場(chǎng)研究公司
Forrester近日發(fā)布了
一份報(bào)告，列出了會(huì)使軟件開發(fā)誤入歧途的10大錯(cuò)誤。
- ?對(duì)項(xiàng)目的成功沒有全心全意投入。Never committing to project success.
- ?在充分理解項(xiàng)目之前就定死進(jìn)度和預(yù)算。Freezing the schedule and budget before a project is sufficiently understood.
- ?過分?jǐn)U大某個(gè)解決方案的適用范圍。Overscoping a solution.
- ?沒有雇用專業(yè)的應(yīng)用開發(fā)公司。Circumventing the application development organization altogether.
- ?對(duì)問題的復(fù)雜性估計(jì)不足。Underestimating the complexity of a problem.
- ?缺乏領(lǐng)域?qū)＜遥鴮＜业膮⑴c也不夠。Being stingy with subject-matter experts, in which their participation is not sufficient.
- ?項(xiàng)目的領(lǐng)導(dǎo)班子選擇不當(dāng)。Choosing the wrong project leadership.
- ?用人又疑。對(duì)已經(jīng)委以任務(wù)的管理人員不信任。Distrusting managers who have had tasks delegated to them.
- ?未經(jīng)足夠研究，就進(jìn)入開發(fā)階段。Jumping into development without enough research.
- ?報(bào)喜不報(bào)憂，溝通不足。Suppressing bad news, in which dialogue is insufficient.
報(bào)告認(rèn)為，如果存在這些錯(cuò)誤，即使項(xiàng)目管理本身非常有效，項(xiàng)目仍然可能陷入困境或者完全失敗。
最要命的錯(cuò)誤往往出現(xiàn)在項(xiàng)目的開始，而不是執(zhí)行階段。報(bào)告建議，觀察項(xiàng)目的角度應(yīng)該是能夠如何展開而非應(yīng)該如何展開（how it could unfold rather than how it should unfold）。應(yīng)用開發(fā)人員與業(yè)務(wù)人員的對(duì)話內(nèi)容應(yīng)該進(jìn)一步擴(kuò)展，除了要做什么之外，還需納入要避免什么?！俺杀咀罡叩娘L(fēng)險(xiǎn)往往是那些最需要花費(fèi)經(jīng)歷避免的風(fēng)險(xiǎn)?！?/p>