Aula 4b
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Aula 4b

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  • GCC2004 - Solutions Breakouts - Program Central Update - V10 February 1-6, 2004 Hello, I want to thank you for joining us today. My name is Barry Foster and I am a Director of Product Management at MatrixOne and responsible for Program and Team Central. In this session we will be giving you an overview of Program Central and how can help you with your Execution of Introducing New Products.

Aula 4b Aula 4b Presentation Transcript

  • Program Control
  • Managing projects … Alok K Sinha - SE PROJECTS SOFTWARE DEVELOPMENT IMPLEMENTA-TION CONSULTING ONSITE OFFSHORE PRODUCT INTEGRATION QA ORGANISATION WIDE ROLLOUT/ UPGRADES MULTI LOCATION PROCESS MAPPING & BPR TRAINING ERP/CAD
  • B usiness flow from initiation to completion Alok K Sinha - SE Concept
    • Concept Entry
    • Document Storage
    • Risk Assessment
    • Projects Required
    • Management Console
    • Reporting
    Approval
    • Budget Entry
    • Financial Analysis
    • Approval Workflow
    • Investment
    • GL Feeds for Actual
    Execution
    • Project Entry
    • Work Breakdown Structure
    • Project Templates
    • Risk Tracking
    • Dashboards
    • Time / Resource Tracking
    • Project Execution
    Funding Request Project Management Proposed Programs Initiate Anyone Assign Functional Owner Evaluate Team Leader Accept Business Owner Execution Project Leader Launch Business / Function Owners Adoption Business / Function Owners Complete Business / Function Owners
  • Companies use project mgmt tools to track tasks or show status in individual projects… Alok K Sinha - SE but they still use spreadsheets and other work-arounds to manage multiple project… and these approaches are not scalable, and there is no project-to-project continuity Time Cost Deliver- ables Time Cost Deliver- ables Time Cost Deliver- ables Tasks Tasks Tasks Resour- ces Resour- ces Resour- ces Project 2 Project 3 Project 1
  • Disparate project mgmt leads to many issues that have a severe impact on one or more projects Alok K Sinha - SE Should we create a new project? We are about to have a cost over-run! What impact will a delay in Project 1 have on Project 3? Will we have enough people?
  • In addition to tracking, Companies need scalability and consistency Alok K Sinha - SE Teams Locations Countries Regions Global Operations Visibility at all levels, projects and teams Bird’s Eye View Internal External Staff Partners Customers & Other Stakeholders Resour- ces Resour- ces Resour- ces Time Cost Deliver- ables Tasks Time Cost Deliver- ables Tasks Time Cost Deliver- ables Tasks Project 3 Project 2 Project 1 Business Functions ProductsServices
  • A Program management Platform Alok K Sinha - SE A Collaborative Platform Within the Enterprise – Employees, Business Groups, Project Teams etc. Across Enterprises – Business Partners, Vendors, Customers etc. A Knowledge Repository Provides data and files in several formats Provides Checkin/Checkout, Version and Change Management Manage Lifecycles From Inception to Obsolescence Define & Track Phases, Deliverables with Dashboard, etc. Manage Project Deliverables Manages Deliverables as against Efforts Hierarchical access rules and roles ensure tracking across teams
  • And specifically for software projects … Alok K Sinha - SE Effort Logs and Resource Utilization Synchronized Timesheet & Task Management Change Control Provides Change Management integrated with Impact Analysis Defect Logs and Management Defect Reporting and Tracking Tracking Software Project KPIs Dashboards specific to Software Development Projects
  • Effective Delivery means … Alok K Sinha - SE Managing Programs Maximizing Profit and Innovation across Global Teams with Minimized Risk and Time while
  • Fulfill needs across the spectrum Alok K Sinha - SE
    • Central repository of all data
    • Process Driven
    • Knowledge management
    • Project costing
      • Current
      • Future
    Organization Wide
    • Work break down clarity
    • Time management
    • Productivity
    Project Team Members
    • Manage project by exception
    • Manage risk
    • Transparency on deliverables
    • Resource performance measurement
    Program/Project Management
    • View all programs by exception
    • KPI report card on
      • Performance
      • Trends
    Top Management
  • The CMMi Model
    • Level 1: Early — Undisciplined results from an undisciplined process
    • Level 2: Managed — Capable of implementing standardized projects
    • Level 3: Defined — Consistent utilization of a standardized development process by the
    • organization
    • Level 4: Quantitatively managed — Method for managing process improvement
    • Level 5: Optimized — Continuous process improvement
    Alok K Sinha - SE
  • The CMMi Model
    • Level 1. Performed Informally
      • 1.1 Base Practices Are Performed
    • Level 2. Planned and Tracked
      • 2.1 Planning Performance
      • 2.2 Disciplined Performance
      • 2.3 Verifying Performance
      • 2.4 Tracking Performance
    • Level 3. Well-Defined
      • 3.1 Defining a Standard Process
      • 3.2 Perform the Defined Process
      • 3.3 Coordinate the Process
    • Level 4. Quantitatively Controlled
      • 4.1 Establishing Measurable Quality Goals
      • 4.2 Objectively Managing Performance
    Alok K Sinha - SE
  • The CMMi Model
    • Level 1. Performed Informally
      • 1.1 Base Practices Are Performed
    • Level 2. Planned and Tracked
      • 2.1 Planning Performance
      • 2.2 Disciplined Performance
      • 2.3 Verifying Performance
      • 2.4 Tracking Performance
    • Level 3. Well-Defined
      • 3.1 Defining a Standard Process
      • 3.2 Perform the Defined Process
      • 3.3 Coordinate the Process
    • Level 4. Quantitatively Controlled
      • 4.1 Establishing Measurable Quality Goals
      • 4.2 Objectively Managing Performance
    • Level 5. Continuously Improving
      • 5.1 Improving Organizational Capability
      • 5.2 Improving Process Effectiveness
    Alok K Sinha - SE
  • CMMI Process Areas & Categories Alok K Sinha - SE
  • Thank You