Death March (2nd Edition) by Edward Yourdon

By Edward Yourdon

Traditionally, all software program initiatives have concerned a definite measure of danger and strain -- yet a few of the tasks in today's chaotic company surroundings contain such excessive strain that they're mentioned colloquially as "death-march" tasks -- i.e., initiatives whose schedules are so compressed, and/or whose budgets, or source (people) assignments are so restricted, that the one "obvious" strategy to be successful is for the complete workforce to paintings sixteen hours an afternoon, 7 days per week, without vacation trips till the venture is done. whereas the company objective of such tasks is to beat very unlikely odds and attain miracles, the non-public objective of the undertaking supervisor and staff individuals frequently shrinks right down to mere survival: protecting one's task, retaining a few semblance of a dating with one's household, and heading off a center assault or ulcer. This new and thoroughly-updated variation of Ed Yourdon's ebook takes under consideration a few of the adjustments that experience taken position within the greater than six years because the book of the 1st variation.

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Extra resources for Death March (2nd Edition)

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Unfortunately, stereotypes cause some people to be pigeon-holed into not being creative, and, like the Pygmalion Effect, turn out not to be so. DOWNSIDES OF CREATIVITY With benefits come the downsides that exist with just about e­ verything. Engendering and allowing creativity on a project team pose some challenges: • • • • Cause of anxiety and fear Challenge authority People may leave Upset team 8 • Creative, Efficient, and Effective Project Management • Upsetting the status quo • Waste of resources Cause of Anxiety and Fear Because it challenges the status quo and disrupts the familiar, ­creativity can cause anxiety and fear among some stakeholders.

It also reveals when something does not work, leading down a different path resulting in an unexpected creative insight. Deviating, through tinkering, often brings accidental, unexpected solutions. Not surprisingly, creative people like to tinker with an object or idea to see its strengths, weaknesses, responses, features, and so on, to learn more and expand their awareness and perspectives and to know how things work. Their curiosity is allied with all the other characteristics because without it, creativity may be impossible.

With self-confidence, they can proceed too, without internal or external criticism. Or, if they are bothered by it, they can direct their angst into their work as they shrug their shoulders and continue with their creative 34 • Creative, Efficient, and Effective Project Management pursuit. 43 Finally, they know that creativity requires attention and focus on whatever they do. Consequently, they do not allow others to distract them from their work. They are also self-disciplined in the sense that they apply their tools and techniques, knowledge, and experience, which respects the domain under which they work.

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