Strategy Selection


Should the release or hybrid strategy be chosen , there are typically three primary points at which the system can be "packaged" into releases:

  • At the end of the project feasibility phase,

  • At the end of the detailed analysis phase, and

  • At the end of the design phase.

It should be emphasized that prior to partitioning the system into subsystems, you should develop a representation of the system or product, (e.g., data flow, flow chart, mechanical drawings, or structure chart) sufficient to ensure that the interfaces are understood . The earlier the system is partitioned, the higher the risk that the subsystems may not be partitioned cleanly.

Strategy as a Change Control

It is also essential to recognize that for many projects, the strategy may change at various stages of the development process. For example, the project may have a high-risk requirements analysis phase requiring the use of the fast track strategy (which may involve the developing of prototype screens, etc.). However, once your client's requirements are determined, the project may move to a low-risk design, development, and implementation stage. For the remainder of the project a more conservative strategy, such as sequential release or monolithic, may be implemented.

In another project, a new requirement emerges that is critical and must be implemented by the deadline. Your project is currently using the sequential release strategy. By splitting up your team (maybe with some additional people), you can alter your approach to the concurrent release strategy with a new release focused on the new requirements.

As discussed further in Part 3, changing your project's development strategy is a major lever for you to keep your project under control. Of course, as with all project management processes, the selection or alteration of the project development strategy must be negotiated with senior management and clients .

It is essential that the selection of the project development strategy be undertaken in an open and participative manner. Each strategy has a different impact on the major deliverables and on the stakeholders and related projects. Remember, as in all major project decisions, the final choice of the strategy must be undertaken by the project sponsor and stakeholders.



Radical Project Management
Radical Project Management
ISBN: 0130094862
EAN: 2147483647
Year: 2002
Pages: 136
Authors: Rob Thomsett

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