Object Oriented Approach to Project Management
Earlier we talked about how you can successfully combine communication systems, problem solving and the knowledge base . In this approach, the schedule is losing its key role. We discussed for a long time on which example it is better to show project planning and what to highlight in isolated parts.
Our collective mind has an analogy with the object-oriented approach, when the key element of planning is the definition of entity-objects. So in project management, you can highlight key objects, and then develop them.
We illustrate the difference between our approach and the approach based on the scheduling of stages in the Gantt chart .
Gantt chart. Different areas of knowledge have a different color.
If the project is based on a calendar plan, then the terms are conveniently read. But interconnected knowledge is scattered throughout the project and is poorly perceived.
If you single out the units of knowledge, it is convenient to perceive the subject matter of the project, but it is harder to work with deadlines. Knowledge is easiest to grasp if it is presented in MindMap .
Current affairs on the mindmap knowledge structure
Project planning through a calendar plan is a thing of the past, fewer managers remember a project in which a calendar plan lived from start to finish. Apparently, the reason for this trend is that the rate of changes in the external environment is increasing. Planning the main deadlines before the start of the project is getting harder and harder.
In our article about business exhibitionism, there is an example of such a structure of knowledge.
We will develop an analogy below.
If any section grows, then we continue to “grow” it in a new discussion, leaving the link in the original section.
We will depict the project in the development process - in the form of a growing tree. Different colors, as before, indicate different sections of the project knowledge.
The analogy between project development and tree growth.
The benefits of an iterative approach are hard to dispute. When structuring a project through WBS (SDR)and the Gantt chart, the iterative approach is very difficult to implement, since you have to make a lot of changes in the structure of the project.
We believe that if a project is structured by areas of knowledge, then it is easier to implement iteratively. In this case, each iteration of the project is a study with a given depth. Based on the results of one iteration, the model is supplemented, the next goal is set.
With a small step of iteration, the development of the project more and more resembles the development of a living system. In the long run, implementation decisions (patterns) that have shown their flexibility and effectiveness will be applied again.
You can look at copyright holivara in Google Wave
Our collective mind has an analogy with the object-oriented approach, when the key element of planning is the definition of entity-objects. So in project management, you can highlight key objects, and then develop them.
Knowledge structure instead of Gant
In order for each team member to have access to the knowledge necessary for working on the project, information about the project is collected in the information system.We illustrate the difference between our approach and the approach based on the scheduling of stages in the Gantt chart .
Gantt chart. Different areas of knowledge have a different color.
If the project is based on a calendar plan, then the terms are conveniently read. But interconnected knowledge is scattered throughout the project and is poorly perceived.
If you single out the units of knowledge, it is convenient to perceive the subject matter of the project, but it is harder to work with deadlines. Knowledge is easiest to grasp if it is presented in MindMap .
Current affairs on the mindmap knowledge structure
Project planning through a calendar plan is a thing of the past, fewer managers remember a project in which a calendar plan lived from start to finish. Apparently, the reason for this trend is that the rate of changes in the external environment is increasing. Planning the main deadlines before the start of the project is getting harder and harder.
In our article about business exhibitionism, there is an example of such a structure of knowledge.
We will develop an analogy below.
Product cultivation
Consider the development of the project over time. First we create one discussion. Each new message falls into the corresponding context. Useful information (knowledge) is accumulated. A logical and understandable structure of sections is formed and the discussion smoothly turns into documentation.If any section grows, then we continue to “grow” it in a new discussion, leaving the link in the original section.
We will depict the project in the development process - in the form of a growing tree. Different colors, as before, indicate different sections of the project knowledge.
The analogy between project development and tree growth.
The benefits of an iterative approach are hard to dispute. When structuring a project through WBS (SDR)and the Gantt chart, the iterative approach is very difficult to implement, since you have to make a lot of changes in the structure of the project.
We believe that if a project is structured by areas of knowledge, then it is easier to implement iteratively. In this case, each iteration of the project is a study with a given depth. Based on the results of one iteration, the model is supplemented, the next goal is set.
With a small step of iteration, the development of the project more and more resembles the development of a living system. In the long run, implementation decisions (patterns) that have shown their flexibility and effectiveness will be applied again.
You can look at copyright holivara in Google Wave