Is the Work a Project or a Program?
I meet lots of technical leads, project managers, and functional managers who claim to be working on seven, eight, nine, ten, twenty, and forty-seven projects. No one can manage that many projects. When I ask more questions, I discover I can clump the projects into these categories:
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Large projects that keep evolving because the project team is not working feature by feature in timeboxed iterations. Because it’s not clear when the project will be done, people across the organization request more and more features, resulting in the “never-ending project.” The project is valuable to the organization; it’s just not clear if or when it will ever be done.
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Small projects that are unique and that result in a particular ...
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