common risks, 139–142
executive commitment and, 42
factors for project success, 13–23
adjusting to difficulties, 22–23
comprehensive planning, 17–18
contingency plans, 21–22
external stakeholder commitment, 18–19
funding, 16–17
management commitment, 14–16, 23
requirements and specifications, 17
risk assessment, 20–21
status and issue reporting, 19
project complexity and, 440
risk management strategies for averting, 33–47, See also Risk management Project funding, 16–17, See also Cost assessment
Project life cycle, 25, 135–136, See also Software development life cycle process improvements, Motorola’s PIMS project, 148
Six Sigma and DMAIC model, 162
analysis, 168–169
control, 171–172
definition, 163–166
improvement, 169–171
measurement, 167–168
Project management, 104–105, 344
activities, 477–479
application management methodology, 335
basic processes, 344
definitions, 135–136
formal and informal, 68–69
integrating project management and systems development, 67–82, See Process management
ISO 9000 certification and, 103, 104–105
knowledge management and, See Knowledge management project management perspective for managing priority pressure, 189–192, See also Priority management process improvements, Motorola’s PIMS project, 148–151
Project management automatio n, 477–484, See also Project management software current project management systems, 480
expert technology, 482
4GL development tools, 481–482
hypermedia, 482–483
recommended actions, 484
relational database systems, 480–482
relational query, 483
review of project management activities, 477–479
shortcomings of contemporary systems, 477
Project Management Institute, Project Management Body of Knowledge (PMBOK), 135
Project management methodologies, 25–26, 72–78
change control standards, 28
communications control standards, 28
culture change facilitation (case study), 245–255
behavior change, 251
customer drivers, 247
employee buy-in, 252–253
IT service provider objectives, 247–248
mutual goals, 250–251
predictability needs, 248
productivity tools, 249
sponsorship, 252
standard processes and procedures, 248–249
training integrating tools with processes, 249–250
customization, 76
definition of, 72
helping the project manager, 77
implementing, 27–29
metamodel of, 76
quality control standards, 28
selecting, 26–27
software implementation, 31
software package types, 29–30
training, 28–29
work breakdown structures, 27
Project management office design, 392, 447–459, 485–490
design alternatives checklist, 456–458
human resources functions, 451–452
implementation of new project management approaches, 492–493
issue management, 491–492
major or special projects, 454
organizational factors, 448
organizational positioning, 448–449
overcoming resistance, 487–488
planning responsibilities, 455–456
project execution responsibilities, 453–454
project manager and, 486, 489–491
reporting arrangements, 448
resource allocation function, 451
resource ownership, 449
responsibilities for business strategy, 455–456
risk and issue management function, 453–454
role of PMO, 488–490
scope creep and, 490
scope of responsibility, 449
senior management support, 487
setting project management standards, 452–453
size and budget, 450
systems development support, 485
temporary and permanent offices, 449
training and certification, 450
Project management software, See also Project management automation implementing, 31
ISO 9000 and, 112
package types, 29–30
Project manager
methodology and, 77
project management office and, 486, 489–491
risk management perspectives, 45
role in continuous quality improvement, 157
Project manual, 351
ISO 9000 and, 110
Project meetings, See Meetings
Project performance improvement, See Performance improvement
Project perspective, balanced scorecard approach, 499
Project planning, See Planning
Project requirements, See Requirements
Project Scheduler, 30
Project status
data collection, 112–113, 352, 392
reporting, 19, 479
tracking, See Tracking and monitoring
Prototyping, 140
client/server development projects, 380–381
leveraged applications, 399
Q
Quality, 117
craft-based development, 413–414
definition, 117–118, 509
evolution of a high-quality development process, 145–159, See also Paperless Integrated Manufacturing System
ISO 9000 standards, See International Standards Organization (ISO) 9000 standards metrics for software development, 152–154
Motorola’s Six Sigma Quality program, 147
myths about testing, 54
process and procedures and, 117
SEI CMM standard, See Capability Maturity Model
Six Sigma, 161–172
software process assessment, See Process assessment
time and cost relationships, 189–191
Quality assurance (QA), See Quality management
Quality control standards, 28
QualityLogic, Inc., 173, 182
Quality management, 117, 173–185
characteristics of successful quality functions, 180
client/server development projects, 379
consultants and, 311
evolution of, 181–183
future of, 183–184
ISO 9000 certification and, 123
models for organizing, 181
outsourcing, 180–184
policy, 174–176
process assessment, 519–520
process mapping, 232
QA department weaknesses, 176–179
SEI CMM rating and, 123
successful strategies, 179–181
typical weaknesses of quality functions, 176–179
Quality management team, 176
Query volumes, 464
R
Rapid prototyping, 52
Rationalization costs, 467
Record-keeping, See Documentation
Reengineering, 403, 405, See also Legacy system management
Rehosting, 411
Relational database management systems (RDBMS), 481–482, 484
Relational database systems, 480–482
Relational query tools, 483
Relationship Management, 41
Replanning, 113, 353
Requirements, 91–100
application leveraging and, 396–398
capturing, 91, 92–95
client problem description and, 50
client/server development projects, 374–375
common vision and, 194
compound requirements, 95
controlling, 92, 98–100
customer identification, 165–167
documentation, 64, 96–97
help desk development project, 384, 386
maintenance costs and, 194
managing creeping, 98–99
Motorola’s Paperless Integrated Manufacturing System (PIMS), 147
myth of existence of, 49–50
organizing, 91, 95–97
process improvement ranking, 169–171
product developers and, 59
project success factors, 17
quality-time-cost relationships, 190
reviewing, 92, 97–98
scope control, 139–140
scope creep, 49–50, 114–115
scope determination, 95
SEI core measures and controlling changes, 130–131
SMART guidelines for defining, 164, 166
software development for government, 61
software development life cycle, 91
stakeholder participation, 97–98
structured analysis and design, 151
Resource allocation
help desk development project, 388
ISO 9000 and, 108
project management office function, 451
Resource management tools, 467
Resource use efficiency, 466–468
Response time, 464–465
Responsibility matrix, 110, 350, 392
Reuse, 9, 410, See also Leveraging
Reverse engineering, 411
Rewards, See also Pay-for-performance
culture change and, 252
teams and, 223
Risk management, 34, 135–144, 301–302
assessment review, 144
behaviors and strategies, 39
case example, task-centered approach and project failure, 42–44
categorized risk and preemptive strategies, 44–45
client relationships, 41–42
environmental monitoring, 40–41
IS project management perspective, 45
self-assessment, 39–40
senior management perspective, 45
strategies or tactics, 46
task control, 40
common mistakes, 137–143
communication with business owners, 137–138
inadequate time, 138–139
not assessing common risks, 139–142
common risks, 139–142
contingency planning, 113
contingency theory, 35–36
defining risk, 34–35
definitions, 135–137
executive support and, 35
implementing, 136
ISO 9000 and, 108
key benefits of, 137–138
outsourcing, 301–306
risk analysis, 303–304
risk control, 304–305
risk identification, 303
project management office function, 453–454
project success factors, 20–21
proposed integrative categorical approach, 36–39
tools, 305
tracking/monitoring critical risk information, 143
traditional approaches, 34–36, 301–302
Rolling release strategy, 54, 55
S
Scheduling
excessive optimism, 141
help desk development project, 390
integrated or network schedule, 106
ISO 9000 and, 106, 108
knowledge management project, 347–348
myth of linearity, 52
project expansion and, 437–438
project management office function, 456
time boxing, 52
Scope creep, 49–50, 114–115, 139–140, 441, See also Requirements knowledge management and, 344
managing, 98–99
project manager and, 490
Security issues
client/server development projects, 373
Motorola’s PIMS project, 151
outsourcing and, 325–326
Self-assessment, 39–40, 103
Self-directed teams, 213–225, See also Teams
alignment of support structures, 222–226
continuous development, 224–225
definitions, 214
highly individual contributors, 223
management support and, 221
manager roles, 217–218
myths of, 214–219
hierarchy vs. teams, 217–218
homogeneous work performance, 219
manager competence, 215–216
natural development, 216
self-direction vs. autonomous, 218–219
organizational culture and, 219–221
personal fitness and, 224–225
recommended course of action, 225
team killers, 221–222
team leader role, 218
Senior management support, 14–16, 23, 35, 42, 162, 487
culture change and, 252
Server security, 378
Service level agreements (SLAs), 268, 275, 299
Six Sigma, 147, 161–172
clarity and common goals, 165
DMAIC model, 162
analysis phase, 168–169
control phase, 171–172
definition phase, 163–166
improvement phase, 169–171
measurement phase, 167–168
process improvement ranking, 169–171
SMART guidelines, 164, 166
Software costs, 462, 466, 471
Software development
business process reengineering, 67, 81
client/server projects, See Client/server development projects continuous process improvement application, Motorola’s PIMS project, 145–159, See also Paperless Integrated Manufacturing System
costs, 469–471, See also Costs
craft-based development, 413–414
design as business process, 51
documentation issues, See Documentation
facilitating project rollout, See Facilitated workshops
integrating project management and systems development, 67–82, See Process management
ISO 9000 standard, 104, See International Standards Organization (ISO) 9000
standards
joint application development, 140
managing large complex systems, 355–360
methodology considerations, 72–78
myths about managing, 49–57
designs as documents, 51–52
developer vs. tester roles, 53–54
finality of releases, 54–55
linearity of development, 52–53
requirements, 49–50
testing and quality, 54
owning responsibility, 56
process assessment, See Process assessment
process management issues, 78–81
product developers, 59–60
production workload quantification, 463–464
quality, Six Sigma and, 161–172
quality metrics, 152–154
recommendations, 55–56
code speed, 55–56
standard standards, 56
standardization trends, 63, See also Standards
systems development basics, 63–66
systems integration and, 62
application purpose statement, 63
basic documentation checklist, 66
system requirements, 64
version management, 64–65
testing, See Testing
tool costs, 470
usability issues, 255–263
client/server development projects, 380–381
costs of ignoring usability and training issues, 262–263
designing systems to fit end users, 256–258
multiple interfaces, 259
relative advantage, 257
relative compatibility, 257–258
technical complexity, 257
training and support, 260–262
usability labs, 258–259
user heterogeneity, 258, 261
using SEI core measures, 125–133
assessing purchasing competence, 131–132
controlling requirements changes, 130–131
evaluating the plan, 126
integration and validation tests, 131
keeping the audit trail, 130–131
tracking, reporting, and forecasting completion, 129–130
tracking contractual progress, 128–129
Software development life cycle, 59, See also Project life cycle government agencies, 61–62
IS costs and, 468–469
myth of linearity, 52
requirements, 91
Software engineering, 414, See Software development