audit report, 242
benchmarking, 240–241
business unit management review, 240
charter review, 237–238, 243
committee member interview, 241–242
conducting the audit, 236
control risks, 236
department management interview, 239
documentation review, 238–239
Institute of Electronic and Electrical Engineers (IEEE) standards, 120
Integrated Systems Solutions Corporation (ISSC), 315
International Function Point Users Group (IFPUG), 70
International Standards Organization (ISO)
history of, 119–121
process assessment standard, 514–515
International Standards Organization (ISO) 9000 standards, 62, 103–115
basic functions, 105
CMM and, 118, 122–123
controlling, 112–113
IS community trends, 103
ISO Software Engineering Standards and, 119–120
leading, 113–115
organizing, 108–112
planning, 105–108
process assessment standard, 515
project management and, 103, 104–105
quality management and, 123
risk control, 108
software, 112
Internet service providers (ISPs), 293, 295–296, 300, See also Outsourcing Intranet-based employee self-service, 169
Issue management, project management office and, 453–454, 491–492
Issue tracking, client/server development projects, 376–377
J
Joint application development (JAD), 140
Jones, Capers, 71
K
Keynote Systems, 300
Knowledge base, customization and adaptation, 76
Knowledge management, definitions and advantages, 343
Knowledge management project management, 343–354
controlling, 352–353
definition, 343
leading, 353–354
planning, 345–348
project infrastructure, 348–352
project management and, 344
risk management, 348
scope creep and, 344
Kraut, Robert E., 83
L
Large complex systems management, 355–360, See also Complexity business vision, 356–357
new development environment, 356
phased-release rollout plan, 358–359
testing and project management, 357–358
Leadership, ISO 9000 and, 113–115
Legacy system management, 403–419, See also Leveraging
business resource perspective, 406
component architectures, 410
cultural change, 413–414
hybrid computing, 405, 409–412
managing change process, 414–417
metrics, 417–418
outsourcing and, 277, 293–294, 309
overintegration, 409–410
portfolio management, 405, 406–409
recommended actions, 418–419
recovering value, 411
reuse and maintainability, 410
running systems in parallel, 318
testing, 404
transforming IS function, 405, 412–418
transition strategies, 411–412
Leveraging, 395–401
analysis team responsibilities, 396–398
appropriate sites for, 395–396
data and function model, 396–398
delivering leveraged applications, 399
leveraged application work groups, 398–399
organizing for, 398–399
pilot or prototype systems, 399
planning applications platform, 400
platform choice, 396
requirements analysis, 396–397
Likert, Rensis, 220
Local area network (LAN) support, 275
Luminate, 297
M
Maintenance, See Legacy system management
Maintenance costs, 194, 468–469
Mamba, 297
Management review processes, application management methodology, 336
Management service providers (MSP), 291–300, See also Outsourcing benefits, 292–293
control and value issues, 300
differentiation offerings, 300
future of, 298–300
market shakeout, 299
potential cost savings, 291–292
problem resolution, 299
self-integration imperative, 298–299
service vs. product, 296–297
sourcing approaches, 293–296
standards and, 297–298
turnkey MSPs, 294–295
Manuals, See Documentation
Manufacturing application, See Paperless Integrated Manufacturing System McConnell, Steve, 139
McGrath, Frank, 92
Measurement programs, 495–508, See also Performance assessment; Tracking and monitoring
assessment, 504–505
balanced scorecard approach, 498
performance perspective, 500
process perspective, 500
product perspective, 499–500
project perspective, 499
goal/question/metric (G/Q/M) approach, 497–498
goals, 496
implementation, 503–506
management of, 506–507
metrics, 496
analysis and validation, 505–506
infrastructure, 507
selection, 500–503
recommended course of action, 508
training, 507
Meetings, 83–90, See also Facilitated workshops
agenda, 85
coordination tools, 89–90
creating atmosphere for success, 86–87
creativity and problem solving, 89
defining purpose, 84–85
defining work products, 85–86
for knowledge management project, 351
help desk development project, 391
ISO 9000 and, 112
making participants feel comfortable, 87–88
minutes, 85–86, 88
open communication, 88
requirements definition, 93
stakeholder participation, 88–89
Mentoring, 380, 452
Mergers and acquisitions, IT and, See Information technology, strategic business alliances and
Methodology, 72–78, See also Project management methodologies Microsoft Project, 112
Monitoring, See Tracking and monitoring
Monitoring behaviors, 40–41
Monte Carlo for Primavera, 305
Motivation, monetary incentives, See Pay-for-performance
Motorola Corporation
G/Q/M approach, 497–498
Paperless Integrated Manufacturing System, 145–159
Six Sigma Quality program, 147
MS-Project, 30
N
Network security, 378
New technology implementation
consultants and, 308–309
project complexity and, 437, 441
O
Object-oriented (OO) Development, 46
Operational improvement processes, application management methodology, 336
Organizational culture, See Culture
Outsourcing, 272–274, 281–289, 315, See also Consultants
advantages, 273, 301
analyzing business need for, 281–283
appropriate functions, 316
business-contractor relationship, 316–318
avoiding misunderstandings, 317
conflict resolution, 317–318
liaison staff, 316
meetings, 317
spirit of partnership, 316
case example, 328
consultant management, 313–314
consultant servic es for managing, 327–328
contract management, 286–287, 311, 326, 327
data center operations, 274–275
definitions, 268–269
disadvantages, 301
downsizing management, 321–325
due diligence issues, 276
legacy application support, 277, 293–294, 309, 318
loss-leader pricing, 276
management service providers, 291–300, See Management service providers monitoring and evaluation of vendor performance, 319–320
negotiation with vendor, 284–285
new process implementation, 332
new system development, 278–279
overcoming cultural resistance, 333–334
packaged software support, 278
PC support, 275–276
pilot projects, 339
pitfalls, 281
planning, 318, 336–337
process maturity improvement, 331–339
application management methodology, 335–336
central support team, 335
IS productivity assessments, 338
outsourcer methodology, 334–335
project management experience, 334
staff experience, 335
training materials, 335
project operations phase, 337
quality management function, 180–184
recommended course of action, 328–329
renewal, renegotiation, and termination, 287–288
risk management, 303–305
security, 325
service level agreements, 268, 275, 299
sources of guidance and support, 327–328
telecommunications services, 275
terminology, 332
testing function, 181–182
training materials, 333, 335
transition management, 318–320, 337, 339
trends, 285, 315–316
unrealistic expectations, 276
vendor selection, 283–284
The Outsourcing Institute, 327
P
Paperless Integrated Manufacturing System (PIMS), 145–159
costs and benefits of process improvements, 158
development support tools, 152
early software quality status, 146–148
factory system needs, 146
future improvements, 158–159
organizational structure modification, 151
participant perceptions and roles, 154–158
process evolution, 148
configuration management, 151
development tools, 152
metrics, 152–154
project management, 148–151
structured requirements analysis and design, 151
testing and acceptance criteria, 152
Pay-for-performance, 361–372
benefits of incentives approach, 369–370
compensation plan guidelines, 365–366
cultural issues, 370–371
IT project example, 367–368
team member involvement, 368
transition to new approach, 369
vendor compensation, 320
PC support services, 275–276
Performance assessment
availability, 465
coding speed, 55–56
function point counts, 70–71
help desk development project, 392–393
incentives and, 365–366
measurement programs, 495–508, See Measurement programs
outsourcing vendors, 319
personal fitness and, 224
production workload quantification, 463–464
service levels, 464–466
Performance improvement, 3–12, See also Facilitated workshops; Pay-for-performance; Process improvement; Standards; Quality; Quality management bypassing obstacles, 3–4
goal-focusing, 5
incentives, See Pay-for-performance
learning from the past, 6–7
monetary incentives, See Pay-for- performance
ongoing communications, 7–8
participant buy-in and commitment, 10
process management approach, 227–233
project time wasters and, See Information technology project time wasters realistic demands, 4–5
record keeping, 8–9
reuse, 9
simplicity, 11–12
standardized project, 5–6
Performance perspective, balanced scorecard approach, 500
Personnel costs, 462
Phased-release rollout plan, 358–359
Pilot projects, outsourcing, 339
Planning, 478, See also Estimation
application outsourcing phase, 336–337
contingency, 21–22, 113, 137, 352–353
feasibility, 91
formal project management, 68
help desk development project, 384, 387–391
ISO 9000, 105–108
IT business strategic alliances and, 207–210
IT steering committees, See Information technology steering committee audit knowledge management and, 345–348
leveraged applications platform, 400
methodology and, 77
outsourcing transitions, 318
process improvements, Motorola’s PIMS project, 148
project management office function, 455–456
project success factors, 17–18
quality-time-cost relationships, 190
replanning, 113, 353
risk assessment, See Risk management
schedules, See Scheduling
statement of work, 105, 345, 386
using SEI core measures, 126
work breakdown structure, 27, 106, 345–347, 387
Portability, developed applications, 395, See Leveraging
Portfolio management, 405, 406–409
4R portfolio assessment matrix, 406–408
institutionalizing, 408–409
project management office function, 456
PRIDE, 27
Primavera Project Planner (P3), 30, 112
Priority management, 189–199
common vision, 193–196
conflict resolution, 197–198
IT project time wasters, 429–430
policy and standards enforcement, 198–199
project management-based perspective, 189–192
project management office function, 456
quality-time-cost factors, 189–191
selling ideas, 192–193
user commitment through participation, 196–197
Problem resolution, IT project time waster, 430–431
Process assessment, 509–521
assessment questions, 512–513
managing, 520
models, 514–517
ISO standard, 514–515
Process Advisor, 516–517
SEI, 515–516
objectives, 511
process attributes, 511
process improvement strategy, 510–511
process maturity, 512, 513–514, 517–518
quality assurance activities, 519–520
recommended course of action, 521
response evaluation, 513–514
software development process, 518–519
structure of, 511–512
Process change, project management and culture change approach, 248–249
Process Continuum, 30
Process Engineer, 30
Process improvement
benefits and costs of, 158
design as process, 151
effect on customer requirements, 169
Motorola’s PIMS project, 145–159, See also Paperless Integrated Manufacturing System
outsourcing
application management methodology, 335–336
central support team, 335
IS productivity assessments, 338
outsourcer methodology, 334–335
project management experience, 334
staff experience, 335
training materials, 335
process assessment and, 510–511, See also Process assessment
Sigma Six ranking system, 169–171
stakeholder involvement, 154–158
Process management, 67–82
business process reengineering, 67, 81
metamodel, 79, 80
methodology considerations, 72–78
performance improvement approach, 227–233, See also Process management process mapping, 229–233
project experience and, 71
short-term, 78
software, 30, 31
strengths and weaknesses, 228
time and cost estimation approaches, 68, 69–72
TQM and, 229
Process mapping, 167–168, 229–233
Process maturity
outsourcing and, 331–339
process assessment and, 512, 513–514, 517–518
Process Maturity Model, 40
Production control processes, application management methodology, 336
Production workload quantification, 463–464
Product perspective, balanced scorecard approach, 499–500
Project charter, 163
Project expense analysis, See Cost assessment
Project failure, 13, 361, 362, 486
averting using facilitated project recovery workshop, 431–434
California DMV project, 44
case example for risk management model, 42–44