Most project managers are aware of UML, even if they haven’t used it themselves.
However, having worked as a Business Analyst on a number of ‘UML projects’ I believe that many Project Managers don’t really know how to use UML requirements gathering techniques to maximise the chances of a successful project.
I am going to try to help you understand some of the pitfalls and issues that are all too often encountered when setting up a UML based IT project.
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AGILE, as mentioned in previous articles “AGILE Enough is Enough”, “AGILE Will Burn Your Arse”, is pure “Farty Floops” (a phrase coined by a good friend of mine ) as a fit for purpose approach to delivering large scale IT projects /programmes of work.
In the beginning, the scalability of AGILE methods was even questioned by some of the AGILE founding fathers and leading authors in this field.
Then the fees gravy train came and changed everything!!!!!!!!!!!!!!
The stratospheric popularity of the AGILE has kicked these concerns /potential weaknesses quietly under the carpet, where I fear they will stay until more money is lost on failed large scale IT projects /programmes of work.
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When I started up this Blog some weeks ago, I aimed to make three postings a week. Unfortunately, it would seem that I have failed at the first hurdle due to ill health. I am currently in hospital with a severe Kidney infection. An x ray yesterday indicated that a number of small Kidney stones are aggravating my condition. All I can say is that irrespective of the diagnosis, my one preoccupation is PAIN RELIEF and keeping strangers out of my bed. YEAP you heard it, keeping strangers from sleeping with me!
Whilst being beside myself with pain, I have been tortured by being put next to someone called “Donald” who normally lives in a nursing home and who suffers from Alzheimer’s.
Last night it took two security guards to restrain him from getting into my bed 
.
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Whilst chomping through my Mac Donald’s breakfast (mmmm ?) and working my way through the Daily Mail newspaper I read an article entitled “The Best Ever…for management consultants”. The article was a rant about the fact that the NHS spent an estimated £1 billion on Management Consultants last year, and that Dr Paul Miller, leader of Britain’s hospitital doctors (Chairman of the British Medical Association Consultants Committee), mocked Health Secretary Patricia Hewitt’s recent boast that the HNS has had its best year ever.
He rightly stated “This has been the NHS’s best year ever….for management consultants…for losing staff…for wasting money,’ Dr Miller, (one of the “Great & The Good” or a “Jedi” as I like to call them), spoke out against the ‘dark-side’ of the IT Industry (the “money machine” management consultants).
Brave man!!
Dr Miller stated at the BMA’s annual consultants conference recently “that management consultants charged the public sector an estimated £3 billion in 2005”. He then went on to say “that it was hard to avoid the conclusion that we are working in a service which is being broken by policies which don’t work, devised by officials who have resigned, implemented by managers who don’t believe, on staff in disbelief and patients without a say. “Hear Hear” in my view.
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It would seem that my comments on a post listed on the blogg AGILE Advice where I expressed my views that AGILE methods seem to have moved on from a method designed to make small visual based projects fly (please see my post AGILE Enough is Enough and is now being considered as a scalable enterprise level solution is causing a bit of a “storm in a tea cup”.
Over the last few months I have seen a significant rise in consultancy requests from companies who are finding that AGILE as an enterprise level solution is massively increasing costs in many cases in exchange for lower quality delivery and often zero impact on the madness that is 70% to 92% annual UK IT project failure rates.
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