       |
||||||||||||||||||||||||||||||||||||
Churchill: The Agile PM (Part 22) |
||||||||||||||||||||||||||||||||||||
|
Home > Articles >
Most people are very familiar with Winston Churchill but may not be familiar with his “agile” approach to project management and his skills as a PM in the summer of 1940. Parts 16-21 looked at how Churchill’s organization prepared itself for the air battle to meet his short term objectives of staving off the invasion, and how it put together a solution.
This article switches gears and enters the final phase of the series that examines the historical sequence of events between June and October 1940. This analysis will reflect on the effectiveness of Churchill’s solution and how well it was utilized.
Some of the most difficult questions to answer with any project are: Did it meet the requirements and reach its goals? Did the output (solution) achieve what it was designed to do? Did it assist in a critical situation and help the organization react to it?
In early June 1940, most of the news for Churchill is bad.
Please login/register to read the entire article.
sponsored announcements and special offers
Difficult for competitors to equal. EMA reviews IBM Rational's new quality & requirements management offerings. The verdict, "For companies seeking to improve ROI delivered by software projects,we believe Rational's value proposition is difficult to match."
Microsoft Project Conference 2000
Use WorkLenz PPM to Manage Agile Software Development
|
 sponsors
vendor offers
vendor events
| ||||||||||||||||||||||||||||||||||
