on what you've accomplished, what is left to do, and how much you can actually get done in the allotted time with the allocated resources. Now, if you are on the waterfall team, you report pretty much the same, with the understanding that you don't have the choice to re-scope at will. It's not a perfect solution, but if your PHB confronts the issue up-front, he is likely to avoid some nasty confrontations later.
What's the take-away for your PHB? People can be mean and petty. Politics and infighting can hurt or even derail a project. Handling touchy issues up-front, to include the ripple-effects of pull versus push project management, will help defuse potentially destructive situations and allow you to roll up your sleeves and get to work, coding and complaining.
About the Author
Dr. Kelly Shaw has been in the software business for 25 years as a developer, development manager, and architect. She currently works as an analyst for Serena Software , researching over-the horizon trends in software development.
[i] Agile Development: Fact or Fiction , Gartner Research, October 2006.
[ii] This approach is also tied up with the problem of funding projects in organizations employing both waterfall and agile techniques. Funding discussions are on the list of "Things Pointy Haired Boss Should Know." Unfortunately there simply is no room in this article to discuss the issue.
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