OpenUP/OpenUP_baseline_EN/exported_HTML_1_0/openup/tasks/manage_iteration.html - epf/org.eclipse.epf.nl-libraries - Git at Google

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 Element Name: manage_iteration.xmi<br/><br/>
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 <!-- START:presentationName,_8S2aICbYEdqh1LYUOGRh2A CRC: 475284402 -->Manage Iteration<!-- END:presentationName,_8S2aICbYEdqh1LYUOGRh2A -->
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 <!-- START:briefDescription,_8S2aICbYEdqh1LYUOGRh2A CRC: 4163290062 -->Assess project status and identify any blocking issues and opportunities. Identify and manage exceptions, problems and risks. Communicate project status and manage stakeholder’s expectations.<!-- END:briefDescription,_8S2aICbYEdqh1LYUOGRh2A -->
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 <!-- START:mainDescription,-PbfqVxB_j9KN-Jx39_pEUA CRC: 1679186158 --><p>
     Developing the team is part of executing the project. The project manager is responsible for improving the interaction
     of team members and the trust among the team, incorporating team building into project activities and empowering the
     team to make decisions. Management is done by objectives and not by time reporting.
 </p>
 <p>
     The project manager helps the team to meet the iteration objectives by removing constraints and monitoring the progress
     and work remaining to completion. When the team is falling behind,&nbsp;the project&nbsp;manager&nbsp;helps the team to
     assess how it can reduce work and still meet the iteration goals. Stakeholders' needs must be continuously met and
     their issues resolved throughout the iteration. The stakeholders may need to be involved in approving changes and
     actions that affect them.
 </p><!-- END:mainDescription,-PbfqVxB_j9KN-Jx39_pEUA -->
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 <!-- START:purpose,-PbfqVxB_j9KN-Jx39_pEUA CRC: 3852634638 --><p>


     To help the team to meet the iteration objectives and&nbsp;keep the project on track.&nbsp;Manage stakeholders


     expectations as technical and practical discoveries are made during the project.


 </p><!-- END:purpose,-PbfqVxB_j9KN-Jx39_pEUA -->
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 <!-- END NON-TRANSLATABLE -->
 <!-- START:name,_OE65ICuxEdqTIKp3l5PtzQ CRC: 1607586689 -->Capture and communicate status<!-- END:name,_OE65ICuxEdqTIKp3l5PtzQ -->
 <br/><br/><br/>
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 Attribute: sectionDescription<br/><br/>
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 <!-- START:sectionDescription,_OE65ICuxEdqTIKp3l5PtzQ CRC: 2025616692 --><p>
     The project manager needs to do the following:&nbsp;
 </p>
 <ul>
     <li>
         continuously monitor the project to ensure it is progressing appropriately
     </li>
     <li>
         enable the team to react as soon as possible to any change
     </li>
 </ul>
 <p>
     Many alternative means may be used to track the status. Quick, daily meetings with the entire project team are useful
     to understand what team members have accomplished since the&nbsp;last meeting, and what they plan to accomplish before
     the next meeting. It also allows the team to identify any blocking issues. See <a class="elementLinkWithType" href="./../../openup/guidances/guidelines/daily_meetings_3690A7AD.html" guid="_251UMCmREdyy6Oss2-0s1g">Guideline: Daily Meetings</a>.
 </p>
 <p>
     Another approach is the collection of basic metrics, ideally automatically generated from the tools at hand, or
     manually assembled. <span     style="FONT-SIZE: 10pt; FONT-FAMILY: Arial; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA">Burndown
     charts are one of the most useful project progress metrics. They show how many work items where accomplished during
     previous iterations (or days) and the remaining work. They can be used to track project releases and iterations
     (see&nbsp;<a class="elementLinkWithType" href="./../../openup/guidances/reports/project_burndown_206E4670.html" guid="_ePrt8Dj3EduxovfWMDsntw">Report: Project Burndown</a>&nbsp;and <a class="elementLinkWithType" href="./../../openup/guidances/reports/iteration_burndown_9C1C96F5.html" guid="_uAzgkDg3Edu4E8ZdmlYjtA">Report: Iteration Burndown</a>).&nbsp;Communicating project status is as important as gathering it. Keep the information visible to
     stakeholders and project team at all times.</span> The <a class="elementLinkWithType" href="./../../openup/workproducts/project_plan_1CDBB7E4.html" guid="_0a6vcMlgEdmt3adZL5Dmdw">Artifact: Project Plan</a>&nbsp;should outline which metrics the project should use.
 </p><!-- END:sectionDescription,_OE65ICuxEdqTIKp3l5PtzQ -->
 <br/><br/><br/>
 <!-- START NON-TRANSLATABLE -->
 Attribute: name<br/><br/>
 <!-- END NON-TRANSLATABLE -->
 <!-- START:name,_oIZdkCbZEdqh1LYUOGRh2A CRC: 395784438 -->Handle exceptions and problems<!-- END:name,_oIZdkCbZEdqh1LYUOGRh2A -->
 <br/><br/><br/>
 <!-- START NON-TRANSLATABLE -->
 Attribute: sectionDescription<br/><br/>
 <!-- END NON-TRANSLATABLE -->
 <!-- START:sectionDescription,_oIZdkCbZEdqh1LYUOGRh2A CRC: 1087946940 --><p>
     One of the project manager's key responsibilities is to know about the project team's problems and issues. The manager
     needs to focus on problems that are blocking progress. A quick, daily meeting is usually a good way to monitor those
     problems and issues.&nbsp;A record of issues that have to be solved within the team may be kept in the <a class="elementLink" href="./../../openup/workproducts/iteration_plan_B46FED39.html" guid="_0aQBEslgEdmt3adZL5Dmdw">Iteration Plan</a><font color="#003399">.</font>
 </p>
 <p>
     Identify the cause and impact of problems and exceptions as they arise. Identify possible solutions for problems that
     have an immediate impact on the short-term goals and objectives and identify who needs to be involved in implementing
     the solution. Then, define the corrective actions and implement them.&nbsp;
 </p><!-- END:sectionDescription,_oIZdkCbZEdqh1LYUOGRh2A -->
 <br/><br/><br/>
 <!-- START NON-TRANSLATABLE -->
 Attribute: name<br/><br/>
 <!-- END NON-TRANSLATABLE -->
 <!-- START:name,_xiFJwCbZEdqh1LYUOGRh2A CRC: 509729981 -->Identify and manage risks<!-- END:name,_xiFJwCbZEdqh1LYUOGRh2A -->
 <br/><br/><br/>
 <!-- START NON-TRANSLATABLE -->
 Attribute: sectionDescription<br/><br/>
 <!-- END NON-TRANSLATABLE -->
 <!-- START:sectionDescription,_xiFJwCbZEdqh1LYUOGRh2A CRC: 3582007513 --><p>


     Identify risks as soon as the project starts and continue identifying and managing risks throughout the project. The <a class="elementLink" href="./../../openup/workproducts/risk_list_C4B6F290.html" guid="_Ckay8Cc_EduIsqH1Q6ZuqA">Risk List</a>&nbsp;should be revisited weekly, or as a minimum once per iteration. The


     entire team should be involved in identifying and mitigating risks.


 </p><!-- END:sectionDescription,_xiFJwCbZEdqh1LYUOGRh2A -->
 <br/><br/><br/>
 <!-- START NON-TRANSLATABLE -->
 Attribute: name<br/><br/>
 <!-- END NON-TRANSLATABLE -->
 <!-- START:name,_Br6VECuxEdqTIKp3l5PtzQ CRC: 1702252887 -->Manage objectives<!-- END:name,_Br6VECuxEdqTIKp3l5PtzQ -->
 <br/><br/><br/>
 <!-- START NON-TRANSLATABLE -->
 Attribute: sectionDescription<br/><br/>
 <!-- END NON-TRANSLATABLE -->
 <!-- START:sectionDescription,_Br6VECuxEdqTIKp3l5PtzQ CRC: 2506858657 -->When a team is falling significantly behind, or critical problems occur, that prevents the team&nbsp;from meeting the
 iteration objectives it may be necessary to descope work to ensure that the team delivers a useful product increment by the
 end of the iteration, while maximizing stakeholder value. The project manager should work with the team and
 stakeholders&nbsp;to revise the <a class="elementLink" href="./../../openup/workproducts/iteration_plan_B46FED39.html" guid="_0aQBEslgEdmt3adZL5Dmdw">Iteration Plan</a> and, as necessary, reduce the emphasis on less critical tasks postponing
 them to a subsequent iteration. In rare cases, if the iteration objectives still seem impossible to be met, the team might
 consider terminating the iteration or reformulating the iteration to a new objective.<!-- END:sectionDescription,_Br6VECuxEdqTIKp3l5PtzQ -->
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	<title>openup&#92;tasks&#92;&#92;manage_iteration.xmi</title>
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	<!-- WARNING: do not modify the generated comments in this file below this line. They are used as markers for the import process. -->
	<body>
	Element Name: manage_iteration.xmi<br/><br/>
	<!-- END NON-TRANSLATABLE -->
	<br/><br/><br/>
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	<!-- START:presentationName,_8S2aICbYEdqh1LYUOGRh2A CRC: 475284402 -->Manage Iteration<!-- END:presentationName,_8S2aICbYEdqh1LYUOGRh2A -->
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	<!-- END NON-TRANSLATABLE -->
	<!-- START:briefDescription,_8S2aICbYEdqh1LYUOGRh2A CRC: 4163290062 -->Assess project status and identify any blocking issues and opportunities. Identify and manage exceptions, problems and risks. Communicate project status and manage stakeholder’s expectations.<!-- END:briefDescription,_8S2aICbYEdqh1LYUOGRh2A -->
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	<!-- START NON-TRANSLATABLE -->
	Attribute: mainDescription<br/><br/>
	<!-- END NON-TRANSLATABLE -->
	<!-- START:mainDescription,-PbfqVxB_j9KN-Jx39_pEUA CRC: 1679186158 --><p>
	Developing the team is part of executing the project. The project manager is responsible for improving the interaction
	of team members and the trust among the team, incorporating team building into project activities and empowering the
	team to make decisions. Management is done by objectives and not by time reporting.
	</p>
	<p>
	The project manager helps the team to meet the iteration objectives by removing constraints and monitoring the progress
	and work remaining to completion. When the team is falling behind, the project manager helps the team to
	assess how it can reduce work and still meet the iteration goals. Stakeholders' needs must be continuously met and
	their issues resolved throughout the iteration. The stakeholders may need to be involved in approving changes and
	actions that affect them.
	</p><!-- END:mainDescription,-PbfqVxB_j9KN-Jx39_pEUA -->
	<br/><br/><br/>
	<!-- START NON-TRANSLATABLE -->
	Attribute: purpose<br/><br/>
	<!-- END NON-TRANSLATABLE -->
	<!-- START:purpose,-PbfqVxB_j9KN-Jx39_pEUA CRC: 3852634638 --><p>


	To help the team to meet the iteration objectives and keep the project on track. Manage stakeholders


	expectations as technical and practical discoveries are made during the project.


	</p><!-- END:purpose,-PbfqVxB_j9KN-Jx39_pEUA -->
	<br/><br/><br/>
	<!-- START NON-TRANSLATABLE -->
	Attribute: name<br/><br/>
	<!-- END NON-TRANSLATABLE -->
	<!-- START:name,_OE65ICuxEdqTIKp3l5PtzQ CRC: 1607586689 -->Capture and communicate status<!-- END:name,_OE65ICuxEdqTIKp3l5PtzQ -->
	<br/><br/><br/>
	<!-- START NON-TRANSLATABLE -->
	Attribute: sectionDescription<br/><br/>
	<!-- END NON-TRANSLATABLE -->
	<!-- START:sectionDescription,_OE65ICuxEdqTIKp3l5PtzQ CRC: 2025616692 --><p>
	The project manager needs to do the following:
	</p>
	<ul>
	<li>
	continuously monitor the project to ensure it is progressing appropriately
	</li>
	<li>
	enable the team to react as soon as possible to any change
	</li>
	</ul>
	<p>
	Many alternative means may be used to track the status. Quick, daily meetings with the entire project team are useful
	to understand what team members have accomplished since the last meeting, and what they plan to accomplish before
	the next meeting. It also allows the team to identify any blocking issues. See <a class="elementLinkWithType" href="./../../openup/guidances/guidelines/daily_meetings_3690A7AD.html" guid="_251UMCmREdyy6Oss2-0s1g">Guideline: Daily Meetings</a>.
	</p>
	<p>
	Another approach is the collection of basic metrics, ideally automatically generated from the tools at hand, or
	manually assembled. <span style="FONT-SIZE: 10pt; FONT-FAMILY: Arial; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA">Burndown
	charts are one of the most useful project progress metrics. They show how many work items where accomplished during
	previous iterations (or days) and the remaining work. They can be used to track project releases and iterations
	(see <a class="elementLinkWithType" href="./../../openup/guidances/reports/project_burndown_206E4670.html" guid="_ePrt8Dj3EduxovfWMDsntw">Report: Project Burndown</a> and <a class="elementLinkWithType" href="./../../openup/guidances/reports/iteration_burndown_9C1C96F5.html" guid="_uAzgkDg3Edu4E8ZdmlYjtA">Report: Iteration Burndown</a>). Communicating project status is as important as gathering it. Keep the information visible to
	stakeholders and project team at all times.</span> The <a class="elementLinkWithType" href="./../../openup/workproducts/project_plan_1CDBB7E4.html" guid="_0a6vcMlgEdmt3adZL5Dmdw">Artifact: Project Plan</a> should outline which metrics the project should use.
	</p><!-- END:sectionDescription,_OE65ICuxEdqTIKp3l5PtzQ -->
	<br/><br/><br/>
	<!-- START NON-TRANSLATABLE -->
	Attribute: name<br/><br/>
	<!-- END NON-TRANSLATABLE -->
	<!-- START:name,_oIZdkCbZEdqh1LYUOGRh2A CRC: 395784438 -->Handle exceptions and problems<!-- END:name,_oIZdkCbZEdqh1LYUOGRh2A -->
	<br/><br/><br/>
	<!-- START NON-TRANSLATABLE -->
	Attribute: sectionDescription<br/><br/>
	<!-- END NON-TRANSLATABLE -->
	<!-- START:sectionDescription,_oIZdkCbZEdqh1LYUOGRh2A CRC: 1087946940 --><p>
	One of the project manager's key responsibilities is to know about the project team's problems and issues. The manager
	needs to focus on problems that are blocking progress. A quick, daily meeting is usually a good way to monitor those
	problems and issues. A record of issues that have to be solved within the team may be kept in the <a class="elementLink" href="./../../openup/workproducts/iteration_plan_B46FED39.html" guid="_0aQBEslgEdmt3adZL5Dmdw">Iteration Plan</a><font color="#003399">.</font>
	</p>
	<p>
	Identify the cause and impact of problems and exceptions as they arise. Identify possible solutions for problems that
	have an immediate impact on the short-term goals and objectives and identify who needs to be involved in implementing
	the solution. Then, define the corrective actions and implement them.
	</p><!-- END:sectionDescription,_oIZdkCbZEdqh1LYUOGRh2A -->
	<br/><br/><br/>
	<!-- START NON-TRANSLATABLE -->
	Attribute: name<br/><br/>
	<!-- END NON-TRANSLATABLE -->
	<!-- START:name,_xiFJwCbZEdqh1LYUOGRh2A CRC: 509729981 -->Identify and manage risks<!-- END:name,_xiFJwCbZEdqh1LYUOGRh2A -->
	<br/><br/><br/>
	<!-- START NON-TRANSLATABLE -->
	Attribute: sectionDescription<br/><br/>
	<!-- END NON-TRANSLATABLE -->
	<!-- START:sectionDescription,_xiFJwCbZEdqh1LYUOGRh2A CRC: 3582007513 --><p>


	Identify risks as soon as the project starts and continue identifying and managing risks throughout the project. The <a class="elementLink" href="./../../openup/workproducts/risk_list_C4B6F290.html" guid="_Ckay8Cc_EduIsqH1Q6ZuqA">Risk List</a> should be revisited weekly, or as a minimum once per iteration. The


	entire team should be involved in identifying and mitigating risks.


	</p><!-- END:sectionDescription,_xiFJwCbZEdqh1LYUOGRh2A -->
	<br/><br/><br/>
	<!-- START NON-TRANSLATABLE -->
	Attribute: name<br/><br/>
	<!-- END NON-TRANSLATABLE -->
	<!-- START:name,_Br6VECuxEdqTIKp3l5PtzQ CRC: 1702252887 -->Manage objectives<!-- END:name,_Br6VECuxEdqTIKp3l5PtzQ -->
	<br/><br/><br/>
	<!-- START NON-TRANSLATABLE -->
	Attribute: sectionDescription<br/><br/>
	<!-- END NON-TRANSLATABLE -->
	<!-- START:sectionDescription,_Br6VECuxEdqTIKp3l5PtzQ CRC: 2506858657 -->When a team is falling significantly behind, or critical problems occur, that prevents the team from meeting the
	iteration objectives it may be necessary to descope work to ensure that the team delivers a useful product increment by the
	end of the iteration, while maximizing stakeholder value. The project manager should work with the team and
	stakeholders to revise the <a class="elementLink" href="./../../openup/workproducts/iteration_plan_B46FED39.html" guid="_0aQBEslgEdmt3adZL5Dmdw">Iteration Plan</a> and, as necessary, reduce the emphasis on less critical tasks postponing
	them to a subsequent iteration. In rare cases, if the iteration objectives still seem impossible to be met, the team might
	consider terminating the iteration or reformulating the iteration to a new objective.<!-- END:sectionDescription,_Br6VECuxEdqTIKp3l5PtzQ -->
	</body>
	</html>