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On Fri, Nov 4, 2022 at 3:42 PM Peter Neilson <neilson -at- windstream -dot- net> wrote:
> Also make sure, in whatever sneaky way is appropriate, that you are not
> being made a scapegoat for a failed project. "We couldn't get it done on
> time because the tech writer was too slow. And he kept finding bugs in
> it." (Even though we only gave it to him a week ago.)
>
> On 11/4/22 14:14, Gene Kim-Eng wrote:
> > Since it appears you are doing this after the fact, your first task is
> > to find out whether any of these things actually took place in anything
> > resembling a reasonably organized manner. If it turns out that all they
> > did was sit around a table with beer and pizza talking about the things
> > that were actually in that playbook (epics/user stories/features or
> > bugs/issues), you need to find out how the product actually happened.
> > Then you have to decide whether what you're going to create is an
> > accurate depiction of the actual process or an idealized version of how
> > it should have happened (IOW, science fiction), and how their next
> > project should happen.
> >
> > But before any of this can happen, you have to connect with the
> > stakeholders. This usually requires someone very high up in the food
> > chain issuing a statement that this is a high priority, along with a
> > directive that their cooperation is mandatory.
> >
> > Gene Kim-Eng
> >
> >
> > On 11/3/2022 3:52 PM, Jason L wrote:
> >> They had developed a
> >> product team playbook and sent it to me, but it didn't really go into
> >> things I expect to see in an SDLC (planning, requirements gathering,
> >> development, quality assurance)
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