Technology: A Sample Report For Inspiration & Mimicking

1. Which side would you take in the debate between Huerta and Calder? I think Calder makes a substantial point that Huerta is not able to overcome. Huerta's solution to scope creep is more upfront planning and more disciplined decision making. Many projects at the company are behind schedule and over budget. Huerta's analysis seems logical and reasonable in that she locates poor and undisciplined planning from the start as the root cause of the problem. Calder's problem with this reasoning is that it is too simplistic in its time line of when the problems start and how to fix them. User requirements may frequently change as they themselves see the prototype develop. Often times users either are not aware of the full extent of their needs until they are able to have concrete contact with system features. Project managers should be client-focused and oriented entirely on meeting his or her needs. Taking a “disciplined” approach that prioritizes sticking to a formal plan will hinder this relationship and future business.
2. Does it really make sense to jump directly into project coding and early prototypes in order to discover "messes" (unanticipated issues) early - that is, "to fail fast to succeed sooner"? Can this advice be implemented in a practical way?
Yes, by developing what Calder calls "a rapid succession of prototypes" and using the 80 - 20 rule. For projects that you can't create prototypes for, you can approximate prototyping. Approximating prototyping in whatever mode possible but usually through documentation, ironically, is also considered a core process in disciplined project management. Where the two ideas meet is in the active, not passive attention to detail that prototyping calls for and which effective documentation should strive to accomplish. 3. How can you manage, or prepare to manage, what you cannot anticipate and do not expect? What do you think of the approach that Davies seems to have used (as revealed in the documents discovered by Barton) to manage uncertainty in IT projects?
I think the Agile Project Management approach is the best and most realistic approach available for managing uncertainty in project management. Agile stresses monitoring and adaptation across project management. Instead of believing the original plan was the right one and when variations are found considering these corrective actions, an Agile philosophy simply considers these part of the project development process. Uncertainty is best managed by expecting it to be present. Multiple courses of action can be considered beforehand and alternative plans can be made ahead of time depending on specific outcomes. If no contingency plan is available, however, being mentally prepared to be mentally Agile and simply adapt as needed is the most efficient and productive way to handle the inevitable.