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By Uwe Schöning (eds.)

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What's in and what's out). 3 Set constraints ± budget, time, resources, technology, compatibility. 4 First-cut project phases and sign-o€ points (deliverables). 5 How to avoid wasting time on things that don't matter Type: To do Checklist description A project is comprised of a collection of tasks, targets, meetings, events and goals. Once a project has started, most of the management e€ort spent on these activities is to resolve issues and problems. However, precious time can be spent on resolving issues and problems that, if evaluated, could be `parked' either for the time being or inde®nitely.

E. no interfaces) the system is primarily screen based to present, capture, store data rather than an extensive back-end batch process (which can't easily be demonstrated to a user for comment) it's easy to test a working version of the system can be produced within months at a quality that will be acceptable to the business in the ®rst instance the system is not mission critical developer expectations match their abilities and the task in hand business expectations match the quality they are likely to encounter in a prototyping scenario.

Determine when the phase deliverables are `good enough'. Otherwise too much time may be spent adding low value `polish'. 2 `Spotting a project runaway before it happens'). 2 Quality: (a) (b) (c) Quality cannot be added to a product at the end. It has to be built in from the start. Quality can be built in by the prevention of defects. ') (ii) build standards for every deliverable (whether an internal deliverable or an external deliverable) ± see `Standards' below (iii) testing for every deliverable ± see `Testing' below (iv) a quality feedback loop to enhance the procedures and standards.

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