One of the biggest risks to finishing a project is understanding the project’s context.
The project’s context is a result of what is important to the organization. What’s driving the project? Are there constraints on the project? Can you trade off any of the drivers and constraints or buy yourself some more degrees of freedom?
I’m managing my second project now. The first project was a point release for our flagship product. It was pretty easy to figure out what we needed to focus on—adding a few new features and making sure we fixed a bunch of defects.
But this second project—wow, this one is really ...
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