“Momentum – Has its hands in just about everything and is incredibly important. Especially for morale. Most typical projects are really exciting at the beginning and then people tend to lose interest and fade out. Long projects eat at you and you’re not even looking to do good stuff you just want to finish things and they don’t turn out well. Create a situation where projects are short and there’s excitement and it’s a short 2 week project and it leaves people in excited mode. Break big projects into as many small projects. 2 week rule.”
Jason Fried on here.
Having worked on multi-year OSS projects that have been intense but “never-ending,” this technique sounds like it has some merits. It is important to be seen to be delivering something quickly for stakeholders, project teams, implementation teams, CFOs, etc.
The perfect example might be with the installation of an alarm / fault management tool. Where viable, I often start a roll-out with this because it tends to be able to deliver a level of functionality almost straight off the shelf, with raw alarms being shown as soon as event collection is established. The user-interface can then be demonstrated and data set visualisation communicated with users, allowing immediate feedback.
The next stages could include:
Each provides a tangible outcome that demonstrates and maintains momentum. Each of the other domains within your OSS can be planned with similar activity breakdown.
Have you ever had an OSS or BSS project that’s impacted by poor data quality? The problem of data integrity gets raised on almost every
“One of my favorite things about designing software is designing the defaults. The defaults define the experience for everyone out of the box. And, therefore,
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Here at Passionate About OSS, we are exactly that – Passionate About OSS (Operational Support Systems). We’re also passionate about BSS, NMS, or any other names you call the tools that help to operationalise your network.
