Below is a text description of how it should be
Posted: Thu Jan 23, 2025 6:17 am
But whatever it is called, the structure should be approximately as follows: At the beginning - the tasks set, the problems identified. At the end is a list of tasks that need to be completed to get from the “as is” state to the “as it should be” described in the document. For example, this list might look like this: Develop a payroll calculation module. Develop and implement integration with the site. Create printed forms of documents, etc. If the list of tasks is compiled correctly, then the GAP analysis has been carried out.
He who plans, leads It is very common for sales list of canada whatsapp phone numbers managers to be involved in selling IT services. This is normal until the moment when project planning begins. The manager promises to complete everything within a certain time frame, the project is planned accordingly, a budget is allocated, and work begins. But the problem is that no sales manager knows all the nuances, most often, they sell a system that they know at 2 points on a 10-point scale - name, main features, some advantages, etc. This knowledge is clearly not enough to plan a project. But some promises have already been made, the contract has been signed.
And as a result, problems and dissatisfaction between the parties often arise. If the person who will manage the project is involved in planning, the situation is different. Of course, the project manager may not know all the nuances of the code at the programmer level. However, this person has already worked on similar projects in practice, and he knows the system at a level of 6 points out of 10, and often even higher. It is clear that the project manager will be able to take into account many nuances, he already has experience in drawing up plans for similar work, he understands how important it is to understand all the nuances at the planning stage.
He who plans, leads It is very common for sales list of canada whatsapp phone numbers managers to be involved in selling IT services. This is normal until the moment when project planning begins. The manager promises to complete everything within a certain time frame, the project is planned accordingly, a budget is allocated, and work begins. But the problem is that no sales manager knows all the nuances, most often, they sell a system that they know at 2 points on a 10-point scale - name, main features, some advantages, etc. This knowledge is clearly not enough to plan a project. But some promises have already been made, the contract has been signed.
And as a result, problems and dissatisfaction between the parties often arise. If the person who will manage the project is involved in planning, the situation is different. Of course, the project manager may not know all the nuances of the code at the programmer level. However, this person has already worked on similar projects in practice, and he knows the system at a level of 6 points out of 10, and often even higher. It is clear that the project manager will be able to take into account many nuances, he already has experience in drawing up plans for similar work, he understands how important it is to understand all the nuances at the planning stage.