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Practical Project Initiation: A Handbook with Tools by Karl E Wiegers

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Chapter 3. Just Too Much to Do[3]

Note

Just Too Much to DoThis chapter was originally published in Software Development, 2000, 8(9): 65–68. It is reprinted here, with modifications, with permission of CMP Media Inc.

When I began my graduate studies in chemistry many years ago I quickly realized that it was impossible to do all the work that I absolutely must do. I had to learn to prioritize the competing demands for my time, to make sure I worked on the most important tasks first. This strategy minimized the downside from those activities I just didn’t manage to finish. Any resource-constrained software organization also must devise a thoughtful way to prioritize its towering backlog of work requests.

If your software group is like most, the ...

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