Section 1.8. Solutions Fast Track

1.8. Solutions Fast Track

1.8.1.

1.8.1.1. Overview of Business Process Improvement Systems

Companies are implementing business process improvement systems in order to gain efficiencies and competitive advantage.

Project management fits into business process improvement by improving the manner in which projects of all kinds are managed.

The Project Management Institute has developed the Project Management Body of Knowledge (PMBOK), which is widely accepted as the standard for project management practices.

CMM and CMMI are software process improvement methodologies specified by Carnegie Mellon University's Software Engineering Institute.

Six Sigma is a business process improvement program that has its roots in Motorola quality problems in the 1970's and was evangelized by Jack Welch, former CEO of General Electric.

Six Sigma lacks a centrally managed set of specifications and certification authority.

ISO specifications pertain to different industries and different business arenas. The current ISO9001:2000 is primarily concerned with business to business dealings and the ISO 14000 specification has to do with environmental impact.

1.8.1.2. Overview of Project Management

Software development projects are successful about 28% of the time.

50%-75% of the total cost of any project is due to errors, omissions, and rework.

Errors found early are less expensive and easier to fix than those found by the customer.

Eight success factors have been identified. Projects that have these factors tend to be more successful than those lacking these success factors.

Executive support, user involvement, and experienced project managers are the first three success factors and all involve people.

The remaining five success factors involve processes: clear objectives, smaller scope, shorter schedules with more milestones, clearly defined project management processes, and standard infrastructure.

1.8.1.3. Four Project Constraints

There is a relationship between project scope, time, cost, and quality. If any one element changes, it changes the equation.

Projects are often assigned with all four elements specified without any supporting research. When this occurs, the project team must work to validate the assumptions or negotiate changes.

Be prepared to respond to changes in any of the constraints by practicing good PM skills and ensuring the project sponsor is aware of the change and how it will impact the other constraints and the project as a whole.

1.8.1.4. Projects, Programs, Portfolios

Multiple projects are often referred to as programs. Portfolios are corporatelevel collections of project or programs.

Large companies often use program and portfolio management to balance competing demands for resources including time, talent, and funding.

Portfolio management is currently a popular buzzword in IT and should be on your professional radar screen.