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Gulf of Execution and Evaluation

The Gulf of Execution : well, I'm supposed to kick or something, but where and how? How fast? Or do I kick or just wave my foot? And the Gulf of Evaluation : well, I did it, and nothing happened. Now what am I supposed to do? Really good example of bad design. Two sources of difficulty when using a product are due to the lack of discoverability and feedback: knowing what to do, then wondering what happened.  These two difficulties result from the huge Gulf between a person's goal and the means of achieving them. This is called the Gulf of Execution. There's also the Gulf between assessing the state of the world and trying to determine if that state matches the initial goal. And this is called the Gulf of Evaluation. Figuring out what actions are possible during the Gulf of Execution is all about discoverability, and knowing what just happened during the Gulf of Evaluation is about feedback. Ever buy a new product and then not know how to work it? Well, likely because it lac
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Information Radiators in Agile

This is a term that we use a lot in Agile , so we'll continue down our Agile tool process. So Agile information radiators are really giving you information about different aspects of the project, the product, the project team, right, the Scrum team, right, everyone basically. Everyone can get access and everyone's going to see the information that's happening at the project level. So, an information radiator is a tool that physically displays project information in the Scrum team's working space or anywhere the project's being executed. So, it's really about getting that information out there.
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Manage Quality Process

As soon as you have completed the Quality Management Plan , the next step is to turn it into practical quality activities that correspond with the quality policies of your organization. It facilitates identifying processes that lead to poor quality, as well as increasing the probability of meeting quality objectives.
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Schedule Baseline in Project Management

When assessing the likelihood of project management success, project schedule is believed to be the most crucial factor. In the planning process group of a project, the   schedule baseline   must be established and reviewed . As a next step, the baseline should be approved by those who are responsible for the project and by those who have authority to make decisions.
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Schedule Management Knowledge Area

In my experience, scheduling a project effectively is an integral part of project management. In addition, it is managing the project schedule that causes the greatest amount of dissatisfaction in clients with project managers. The successful completion of any project requires time management, and schedule management knowledge area takes all scheudule-related content in.
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Control Schedule Process

During the control schedule process , progress is checked against the original Schedule baseline to determine if the project is behind or ahead of schedule or if adjustments need to be made. Follow the appropriate steps in the right way, and we can stop mistakes that cause a project to be delayed.
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Develop Schedule Process

Preparing a project's work schedule is imperative. Having an efficient work schedule will allow the project stakeholders to utilize their time more wisely, thereby enabling them to finish their work assignments in a timely fashion. On top of this, the project should be able to get done in time to meet your deadline.
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