Summary

In this chapter, we discussed plan management in greater detail. We drove toward clarity by refining requirements into use cases, tasks, and then a basic project plan. Asking questions during each step ensured that each artifact could be traced back to the requirements.

We covered how a tech firm can add unique challenges to plan management through capacity-constrained prioritization causing mid-project changes in resourcing based on priority shifts. We also discussed the components of team overhead in a tech team including on-call rotations that service-based teams utilize for service health and stability.

We started discussing the various tools that are available to program managers for both projects and programs and each key management area. Lastly, we discussed how planning differs between a project and a program, which is tied to scope, and that defining a program comes down to ease of management of the goals you are delivering.

In Chapter 6, we’ll continue...