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es and Processes for Projects

by Jason Charvat ISBN:0471221783

John Wiley & Sons © 2003 (264 pages)

Any reader of this book undoubtedly has been associated with an IT project in distress. It is the fundamental nature of every IT project. First, IT projects are always complex with a multitude of variables. Most application implementations cut across multiple business units, each with their unique business requirements. The implementation often has differing degrees of priority, depending on the business unit. Second, a new or altered application must often interface with many other applications, thereby creating an integration challenge that is difficult to estimate in both time and resources. Worse yet, the downstream impact to these other systems may cause adverse consequences that may not be felt until long after "go live" day. Further, assigning and managing scarce resources often cause a project manager to rethink his or her chosen profession. And what about your client's responsibilities? Whether a paid external engagement or an internal business unit, your client, too, has deliverables along a project's path. Strong requirements definition, design approval, end user testing, and end user training are typical client tasks that, if not completed on time, cause schedule slippage and cost overruns. And the finger of blame usually gets pointed at the project manager.

Who among us has never been associated with a failed project? Some very extensive and well-documented surveys indicate that 84 percent of IT projects either fail outright or are delivered late. A Fortune 100 CIO once told me that an IT project is like the Bermuda Triangle: cost, schedule, quality. On a good day, you can hit two out of three, but you never can declare success in all three. Well, I strongly disagree!

Effective project management begins with executive commitment and sponsorship. Without the "chief" declaring a sense of urgency and importance to the project, it is doomed to dismal results left from the start. Second, it is critical that an enterprise adopt a common process and a common toolset for how projects are managed. Your company must select a project management methodology and a standardized framework for measuring progress. Then, select a toolset for project plan and milestone capture. Next, deploy a plan to educate the enterprise. Finally, aggressively communicate status with clients and stakeholders. This is easier said than done. But what I am describing is a systemic, methodical approach to making project management a part of everyday culture. When all projects in the enterprise follow a standardized template, then and only then will project management evolve gradually into an everyday way of life. When an organization's maturity reaches a repeatable model, management of projects becomes an institutionalized process. Hence, results become predictable. Therefore, all three corners of the Bermuda Triangle can be achieved on every project.

Chapter 1 - Understanding Project Methodologies

Chapter 2 - Project Methodologies Explained

Chapter 3 - Project Management Frameworks

Chapter 4 - Development Methodology—Selection and Utilization

Chapter 5 - Implementing Project Methodologies

Chapter 6 - Supporting the Methodology

Chapter 7 - Project Templates and Techniques

Chapter 8 - Project Processes and Trends

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