I write about Software Development, General management and what interests me in Science and Maths. This is based on my experience as a Project Manager and what i read (books, articles, blogs).
If you are wondering about the 'everything else' part along with Project and General Management, i have deliberately kept it so that i can write about anything and everything i feel like. And 'everything else' is inspired by Hitch Hiker's Guide to the Galaxy Series by Douglas Adams. :)
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Camera is a Nikon D80 with a 55-200 mm lens at 200 mm.
Took more than 10 minutes to compose the shot as i waited for the dragonfly to hover long enough :)
Note: What follows is the notes taken from my study of Kano's model of Customer Satisfaction. I came across this model when i wanted to know if there was a structured approach that would help me prioritize features for software product development.
To evaluate a product or service, following parameters are very important
The value provided - this helps attract customersThe Quality offered - This earns customer respectProduct or Service innovation - This helps differentiate from competition But these are not perceived directly, but indirectly through the product and it's features. Kano's model help to group product features into 3 categories ( 6 categories, but only 3 are important) and there by makes it feasible to deliver value at a promised quality while offering innovation.
The 3 important feature categories are Basic featuresLinear featuresExciters or DelightersBasic features are that must be present in the product to be successful. They are also referred to as must have…
This article is a draft of a paper i started to write in september 2007 and left it where you see it today. The purpose is to to come out with a conceptual framework through which “the knowledge needed to successfully execute a project” can be viewed and gauged and presents a brief outline of the same. As always comments are most welcome... Financial Resources, Domain, Technology, Communication, Cultural Differences, Organizational Structure, Organizational Culture and Power Play within an organization are some of the factors that have an ultimate bearing on the success of a project. All projects come in shades of grey is a fact that has to be acknowledged. For example, when we start a project, very rarely do we know everything about Project Requirement, Scope and other factors that impact the project. There will be lot of ambiguity and this ambiguity has to be accepted and put to proper use. But the problem is that people usually look at these factors in black and white. This may be ac…
During my early years in the software industry, i used to look at people who worked in projects with aggressive schedules, in awe. The people working in such projects talked about, long hours, working week ends and heroic endeavors in their projects. The people who worked in such projects were given more awards and rewards, compared to others. i thought that this was the way to be.
After working in projects with aggressive schedules, I realized that what I saw was only the silver lining and there was a big dark cloud behind this ( talk about what experience can do for you). The common thread that linked all the projects was that all of them exhibited one or more of the following. Project ended up delayed by more than 100% Project got cancelled Project got de-scopedProject has a high cost of maintenance. Having been burnt up by working in projects with “Aggressive Schedules’, (henceforth denoted as AS), I understand that projects with aggressive schedules cause more damage than what we …