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These four rules were: Go for quantity: This rule is a way of enhancing divergent production, aiming at facilitation of problem solution through the maxim quantity breeds quality. The assumption is that the greater the number of ideas generated the bigger the chance of producing a radical and effective solution. [citation needed]
Ground rules are rules applying to the field, objects on and near it, and special situations relating to them, in the game of baseball. Major League Baseball has defined a set of "universal ground rules" that apply to all MLB ballparks; [ 1 ] individual ballparks have the latitude to set ground rules above and beyond the universal ground rules ...
The 100% rule states that the WBS includes 100% of the work defined by the project scope and captures all deliverables – internal, external, interim – in terms of the work to be completed, including project management. The 100% rule is one of the most important principles guiding the development, decomposition, and evaluation of the WBS.
Critical chain project management (CCPM) is a method of planning and managing projects that emphasizes the resources (people, equipment, physical space) required to execute project tasks. [1] It was developed by Eliyahu M. Goldratt .
Project governance is the management framework within which project decisions are made. Project governance is a critical element of any project since the accountabilities and responsibilities associated with an organization's business as usual activities are laid down in its organizational governance arrangements; seldom does an equivalent framework exist to govern the development of its ...
The MoSCoW method is a prioritization technique used in management, business analysis, project management, and software development to reach a common understanding with stakeholders on the importance they place on the delivery of each requirement; it is also known as MoSCoW prioritization or MoSCoW analysis.
Brooks's law is an observation about software project management that "Adding manpower to a late software project makes it later." [1] [2] It was coined by Fred Brooks in his 1975 book The Mythical Man-Month. According to Brooks, under certain conditions, an incremental person when added to a project makes it take more, not less time.
James P. Lewis [7] suggests that project scope represents the area of the triangle, and can be chosen as a variable to achieve project success. He calls this relationship PCTS (Performance, Cost, Time, Scope), and suggests that a project can pick any three. The real value of the project triangle is to show the complexity that is present in any ...
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