This document discusses factors that contribute to challenged or failed projects based on an analysis of project data. The key factors identified are:
1) Organizational factors related to culture, processes, stakeholder assessment, technical solutions, and human resourcing.
2) External environmental factors outside an organization's control.
3) Inaccurate estimation and scheduling, incorrect status reporting, unrealistic schedules, changing requirements during development, and inadequate quality control.
The document analyzes how each of these factors can negatively impact projects and cause challenges.
The document discusses how Program Management Offices (PMOs) are evolving organizations. It provides context on the functions of a PMO, challenges organizations face that PMOs can help address, and how PMOs are transitioning their roles. Specifically, it notes that PMOs are expanding their scope beyond just IT to take on corporate-wide responsibilities. PMOs are also shifting from purely supporting roles to becoming more service-oriented business partners. Additionally, PMOs are moving beyond just providing data reports to offering more strategic portfolio-level dashboards and next-generation metrics.
Infographic - How a PMO/PPM tool like PM3 gives one version of the truth Bestoutcome
PM3, Bestoutcome's PPM tool, is designed by practitioners for practitioners. It provides a reporting hub that has one version of the truth for all your proojects and programnmes
The document discusses establishing a project management office (PMO) and outlines several key points:
1. It describes different PMO models and maturity levels, noting that there is no "one size fits all" solution and a PMO must be tailored to an organization's needs.
2. Benefits of a PMO include completing more projects on time and on budget, improved access to project information, and greater organizational satisfaction.
3. Common reasons why PMO implementations fail include lack of buy-in, not demonstrating value, being seen as too authoritative, and not addressing required cultural changes.
4. To be successful, a new PMO must establish recognizable value quickly and avoid being perceived as
The document discusses the challenges of modern project management. It begins by defining a project and the key characteristics. It then discusses project management processes according to PMI, including the five process groups. It outlines the typical project life cycle and what constitutes project success. Common reasons for project failure are listed, such as poor requirements, unrealistic timelines, and scope creep. The document then discusses project management maturity models from ad-hoc to optimized. Finally, it provides best practices for project management, such as managing stakeholders, risks, issues, and change, and the benefits of PMP certification.
The document provides an introduction to project management. It discusses the broad context of projects, including portfolios and project management offices. It then covers the specifics of a project, including definitions, phases, and life cycles. It also introduces two common project management methodologies - PMBOK and PRINCE2. The goal is to give the reader an overview of how projects can be successfully managed using industry standards and best practices.
The Project Management Office (PMO) oversees modernization projects and business process improvement for all faculty and university hospitals of Alexandria University's Faculty of Medicine. The PMO is responsible for managing project resources to ensure projects align with strategic goals. It has achieved numerous accomplishments including renovating and structuring lecture halls and buildings, establishing an information and communication technology management department, creating training laboratories, and relocating facilities to the new Medical Complex. The PMO aims to enable excellence in project management and development.
This document outlines the course objectives and units for a Project Management course. The course aims to teach students to plan, manage, and deliver successful software projects throughout the software development lifecycle. The first unit covers evaluating and planning projects, including importance of project management, methodologies, project categorization, setting objectives, risk evaluation, and stepwise project planning. Additional details are provided on project phases, stakeholders, management skills, and challenges with software projects.
This document discusses scope management and preventing scope creep on projects. It begins with definitions of key terms like project scope, scope creep, and progressive elaboration. It then presents a case study of a project that experienced significant scope creep over time. The original $50k project for evaluating transfer stations grew to $1.67 million over 15 years due to 11 amendments adding tasks and extending timelines. Causes of scope creep on this project included inadequate planning and ineffective project management. The document concludes with lessons on how to define and manage scope properly through requirements documentation, scope management plans, change control processes, and stakeholder management.
The document discusses how Program Management Offices (PMOs) are evolving organizations. It provides context on the functions of a PMO, challenges organizations face that PMOs can help address, and how PMOs are transitioning their roles. Specifically, it notes that PMOs are expanding their scope beyond just IT to take on corporate-wide responsibilities. PMOs are also shifting from purely supporting roles to becoming more service-oriented business partners. Additionally, PMOs are moving beyond just providing data reports to offering more strategic portfolio-level dashboards and next-generation metrics.
Infographic - How a PMO/PPM tool like PM3 gives one version of the truth Bestoutcome
PM3, Bestoutcome's PPM tool, is designed by practitioners for practitioners. It provides a reporting hub that has one version of the truth for all your proojects and programnmes
The document discusses establishing a project management office (PMO) and outlines several key points:
1. It describes different PMO models and maturity levels, noting that there is no "one size fits all" solution and a PMO must be tailored to an organization's needs.
2. Benefits of a PMO include completing more projects on time and on budget, improved access to project information, and greater organizational satisfaction.
3. Common reasons why PMO implementations fail include lack of buy-in, not demonstrating value, being seen as too authoritative, and not addressing required cultural changes.
4. To be successful, a new PMO must establish recognizable value quickly and avoid being perceived as
The document discusses the challenges of modern project management. It begins by defining a project and the key characteristics. It then discusses project management processes according to PMI, including the five process groups. It outlines the typical project life cycle and what constitutes project success. Common reasons for project failure are listed, such as poor requirements, unrealistic timelines, and scope creep. The document then discusses project management maturity models from ad-hoc to optimized. Finally, it provides best practices for project management, such as managing stakeholders, risks, issues, and change, and the benefits of PMP certification.
The document provides an introduction to project management. It discusses the broad context of projects, including portfolios and project management offices. It then covers the specifics of a project, including definitions, phases, and life cycles. It also introduces two common project management methodologies - PMBOK and PRINCE2. The goal is to give the reader an overview of how projects can be successfully managed using industry standards and best practices.
The Project Management Office (PMO) oversees modernization projects and business process improvement for all faculty and university hospitals of Alexandria University's Faculty of Medicine. The PMO is responsible for managing project resources to ensure projects align with strategic goals. It has achieved numerous accomplishments including renovating and structuring lecture halls and buildings, establishing an information and communication technology management department, creating training laboratories, and relocating facilities to the new Medical Complex. The PMO aims to enable excellence in project management and development.
This document outlines the course objectives and units for a Project Management course. The course aims to teach students to plan, manage, and deliver successful software projects throughout the software development lifecycle. The first unit covers evaluating and planning projects, including importance of project management, methodologies, project categorization, setting objectives, risk evaluation, and stepwise project planning. Additional details are provided on project phases, stakeholders, management skills, and challenges with software projects.
This document discusses scope management and preventing scope creep on projects. It begins with definitions of key terms like project scope, scope creep, and progressive elaboration. It then presents a case study of a project that experienced significant scope creep over time. The original $50k project for evaluating transfer stations grew to $1.67 million over 15 years due to 11 amendments adding tasks and extending timelines. Causes of scope creep on this project included inadequate planning and ineffective project management. The document concludes with lessons on how to define and manage scope properly through requirements documentation, scope management plans, change control processes, and stakeholder management.
The document provides an overview of several frameworks related to project management, process improvement, strategy development, and enterprise architecture. It summarizes frameworks for the project management process groups, Six Sigma DMAIC methodology, the "Strategy Fish" diagram, a strategic planning framework, an implementation playbook structure, a learning framework, the SDLC, a communication framework, organization design principles, and models for enterprise architecture and management framework interoperability.
The presentation summarizes a process for rapidly assessing and recovering troubled projects. It discusses applying and utilizing an assessment process to focus on completing plans, track progress, and adjust plans as needed. It also addresses managing people issues by understanding human behavior, ensuring clear communication and skills, motivating teams, and defining roles and responsibilities. The presentation provides information on people issues to address, such as requirements, technology, knowledge transfer, and work environment, as well as managed issues like involvement, conflicts, training, and evaluating maturity levels.
This document discusses transition management strategies and processes for a project manager taking over a high-risk project midway. It describes a case study of a project manager transitioning into a large, complex project for a bank that was facing challenges. Upon initial review, the new project manager found issues with status reporting, tracking, quality processes, stakeholder communication, and change control. A methodology is proposed for thoroughly reviewing project scope, estimates, plans, task allocation, stakeholder views, and contracts to establish an accurate baseline for transition.
This document outlines NASA's 7-step project management process presented by the NASA Safety Center. The 7 steps are: 1) establish a vision, 2) develop project success criteria, 3) apply backward planning, 4) use forward action planning, 5) identify metrics, 6) rely on the project team, and 7) communicate frequently. Each step is described in 1-2 sentences with an emphasis on establishing a clear vision and success criteria early, planning backwards and forwards, using metrics to track progress, relying on team members, and ensuring open communication. Real NASA projects are provided as examples to illustrate applying the 7 steps.
This document discusses using performance-based competency standards (PBCS) to develop project managers. It explains that a PBCS defines the role, work units, and criteria for inferring competence of project managers. The document provides an example of assessing a project using complexity factors to determine the required role. It also gives examples of elements of competence and performance criteria that can be used for development by having project managers check their performance and provide documentary evidence.
Practical Strategies for Project Recovery Webinar SlidesPM Solutions
Organizations spend a lot of money on projects. In the last year alone, the average firm closed US$200 million in projects, according to a just-released study conducted by PM Solutions Research. And more than a third of those projects were troubled. That means US$74 million of those projects were at risk of failure. The good news is that project recoveries are common and firms that proactively undertake successful project recoveries report saving US$50 million on average per firm. Learn what other organizations are doing to recover troubled projects and the significant business results they have been able to realize.
This document discusses project governance for the "STAR Service Center" case study. It begins with an introduction to the project and outlines the project governance framework, which included a project owner, director, board, manager, and team. It then analyzes the case study based on four principles of effective project governance: ensuring single accountability, aligning ownership with service delivery, separating stakeholder and decision-making roles, and distinguishing project and organizational governance structures. The analysis finds that accountability was clear but some roles like the senior user were not well-defined initially. It also notes that the director had multiple roles that may have contributed to project delays. In conclusion, it recommends following a clear governance framework and avoiding multi-role players to help projects
Why Projects Fail + Four Steps to SucceedKevin Wordon
Understand why digital and IT projects fail and discover four simple project management tips to succeed.
Topics covered:
- Agile Decision Making
- The OODA Loop
- Clear Direction & Common Goals
- Defining Requirements
- Forming Your Project Team
BPP Training on Project Management - Day 1Imoh Etuk
This training was about exposing the employees of the Lagos State Public Service to the Contemporary Project Management Practices they can adopt to Enhance Project Delivery in the Pandemic Era for the Lagos State Public Service.
Upon successful completion of the training, participants s were to apply the generally recognized practices of project management acknowledged by the Project Management Institute (PMI) to successfully manage projects by:
• Getting started with project management fundamentals.
• Identifying organizational influences and project life cycle.
• Working with project management processes.
• Initiating a project.
• Planning a project.
• Planning for project time management.
• Planning project budget, quality, and communications.
• Planning for risk, procurements, and stakeholder management.
• Executing a project.
• Managing project work, scope, schedules, and cost.
• Controlling a project.
• Closing a project.
Project managers can improve project outcomes by (1) shaping projects around business architecture, (2) ensuring traceability from early lifecycle stages, and (3) conducting impact analysis to support business agility. This allows making quality, schedule, and results more predictable.
Project Management In Our Changing WorldRandy Dunson
This document summarizes a panel discussion on project management in a changing world. The panelists discussed how most successful project managers started as accidental project managers, and the three major contributors to project success: requirements management processes, using a formal methodology and standardized tools, and executive management support. They also discussed how project management needs to adapt to a fast-paced changing world. The panelists provided their views on shifting away from command and control approaches and what the future of project management may look like.
Logical roadmap of creating pmo with cm mi prospectiveAshok Jain
This document discusses the logical progression of a Project Management Office's (PMO) level of maturity as an organization's maturity level increases. It outlines five levels of a PMO from basic to advanced that align with the five levels of the Capability Maturity Model Integration (CMMI) framework. At each increasing level, the PMO takes on more responsibilities such as standardized processes, project information management, quantitative process management, and enterprise-wide continuous improvement. Relating the PMO level to the organization's maturity helps ensure the PMO evolves appropriately to support the organization's capabilities.
The document discusses various approaches to project management including PMBOK, PRINCE2, and Six Sigma. It provides details on:
1) The five process groups and ten knowledge areas that PMBOK recognizes as typical for almost all projects.
2) The key aspects that PRINCE2 emphasizes such as organizing/planning before starting work and controlling a project once started.
3) How Six Sigma uses green belts and black belts for projects and that these typically last 4 months, with management control through goals rather than formal project management.
The document discusses managing scope creep in IT projects. It defines scope creep as occurring when the scope of a project expands without control. Scope creep happens due to poor requirements, lack of change control, underestimating complexity, and gold plating. After scope creep, projects miss deadlines, go over budget, and provide lower returns. To reduce scope creep, the document recommends implementing scope change control processes, defining clear requirements, and using agile methodologies with frequent stakeholder feedback.
This document discusses key aspects of project management for software projects. It covers that project management involves planning, monitoring, and controlling people, processes, and events throughout the software development lifecycle. Project management focuses on the four Ps - People, Product, Process, and Project. Effective project management requires considering these factors and organizing the project team appropriately to achieve success.
The document discusses lessons for project managers in their role. It identifies project management as an "accidental profession" for two reasons: 1) project managers are often not formally selected and trained, and 2) many individuals pursue project management without defining a clear career path. It then provides 12 guidelines for project managers to address common problems, such as understanding stakeholder expectations, using flexible leadership styles, and maintaining appropriate planning. The guidelines range from understanding the project context to effective time management.
The document discusses project risk management and outlines the key steps: plan risk management, identify risks and opportunities, perform qualitative and quantitative risk analysis, plan risk responses, implement responses, and monitor risks. It defines risks as uncertain future events that could negatively impact objectives and opportunities as uncertain future events that could positively impact objectives. The risk assessment process determines the probability of a risk occurring and its potential impact. A risk matrix is provided as an example to assess risks based on probability and impact. The goal of risk management is to reduce risks and exploit opportunities to increase the likelihood of project success.
Este documento contém 4 portarias emitidas pelo prefeito de Gameleira, Pernambuco, nomeando indivíduos para cargos efetivos após aprovação em concurso público, de acordo com a lei municipal.
Este documento describe las páginas web y la World Wide Web. Explica que la WWW es una red mundial de información fragmentada en páginas web que contienen texto e información multimedia. También advierte sobre los peligros en la web como virus y contenido inapropiado, y la importancia de que los educadores usen y enseñen sobre la web de manera segura.
This document discusses the potential for establishing a Center for Data Governance and Innovation to help facilitate learning analytics projects at UvA universities. It outlines some roles the center could play, such as approving learning analytics projects to ensure ethical and legal compliance, managing knowledge about data policies, and facilitating communication between stakeholders. The center could help address issues around data ownership, gatekeeper resistance, and complex infrastructure challenges. Establishing good data governance is important to enable learning analytics and other big data initiatives while protecting student privacy and ethical use of data.
The document provides an overview of several frameworks related to project management, process improvement, strategy development, and enterprise architecture. It summarizes frameworks for the project management process groups, Six Sigma DMAIC methodology, the "Strategy Fish" diagram, a strategic planning framework, an implementation playbook structure, a learning framework, the SDLC, a communication framework, organization design principles, and models for enterprise architecture and management framework interoperability.
The presentation summarizes a process for rapidly assessing and recovering troubled projects. It discusses applying and utilizing an assessment process to focus on completing plans, track progress, and adjust plans as needed. It also addresses managing people issues by understanding human behavior, ensuring clear communication and skills, motivating teams, and defining roles and responsibilities. The presentation provides information on people issues to address, such as requirements, technology, knowledge transfer, and work environment, as well as managed issues like involvement, conflicts, training, and evaluating maturity levels.
This document discusses transition management strategies and processes for a project manager taking over a high-risk project midway. It describes a case study of a project manager transitioning into a large, complex project for a bank that was facing challenges. Upon initial review, the new project manager found issues with status reporting, tracking, quality processes, stakeholder communication, and change control. A methodology is proposed for thoroughly reviewing project scope, estimates, plans, task allocation, stakeholder views, and contracts to establish an accurate baseline for transition.
This document outlines NASA's 7-step project management process presented by the NASA Safety Center. The 7 steps are: 1) establish a vision, 2) develop project success criteria, 3) apply backward planning, 4) use forward action planning, 5) identify metrics, 6) rely on the project team, and 7) communicate frequently. Each step is described in 1-2 sentences with an emphasis on establishing a clear vision and success criteria early, planning backwards and forwards, using metrics to track progress, relying on team members, and ensuring open communication. Real NASA projects are provided as examples to illustrate applying the 7 steps.
This document discusses using performance-based competency standards (PBCS) to develop project managers. It explains that a PBCS defines the role, work units, and criteria for inferring competence of project managers. The document provides an example of assessing a project using complexity factors to determine the required role. It also gives examples of elements of competence and performance criteria that can be used for development by having project managers check their performance and provide documentary evidence.
Practical Strategies for Project Recovery Webinar SlidesPM Solutions
Organizations spend a lot of money on projects. In the last year alone, the average firm closed US$200 million in projects, according to a just-released study conducted by PM Solutions Research. And more than a third of those projects were troubled. That means US$74 million of those projects were at risk of failure. The good news is that project recoveries are common and firms that proactively undertake successful project recoveries report saving US$50 million on average per firm. Learn what other organizations are doing to recover troubled projects and the significant business results they have been able to realize.
This document discusses project governance for the "STAR Service Center" case study. It begins with an introduction to the project and outlines the project governance framework, which included a project owner, director, board, manager, and team. It then analyzes the case study based on four principles of effective project governance: ensuring single accountability, aligning ownership with service delivery, separating stakeholder and decision-making roles, and distinguishing project and organizational governance structures. The analysis finds that accountability was clear but some roles like the senior user were not well-defined initially. It also notes that the director had multiple roles that may have contributed to project delays. In conclusion, it recommends following a clear governance framework and avoiding multi-role players to help projects
Why Projects Fail + Four Steps to SucceedKevin Wordon
Understand why digital and IT projects fail and discover four simple project management tips to succeed.
Topics covered:
- Agile Decision Making
- The OODA Loop
- Clear Direction & Common Goals
- Defining Requirements
- Forming Your Project Team
BPP Training on Project Management - Day 1Imoh Etuk
This training was about exposing the employees of the Lagos State Public Service to the Contemporary Project Management Practices they can adopt to Enhance Project Delivery in the Pandemic Era for the Lagos State Public Service.
Upon successful completion of the training, participants s were to apply the generally recognized practices of project management acknowledged by the Project Management Institute (PMI) to successfully manage projects by:
• Getting started with project management fundamentals.
• Identifying organizational influences and project life cycle.
• Working with project management processes.
• Initiating a project.
• Planning a project.
• Planning for project time management.
• Planning project budget, quality, and communications.
• Planning for risk, procurements, and stakeholder management.
• Executing a project.
• Managing project work, scope, schedules, and cost.
• Controlling a project.
• Closing a project.
Project managers can improve project outcomes by (1) shaping projects around business architecture, (2) ensuring traceability from early lifecycle stages, and (3) conducting impact analysis to support business agility. This allows making quality, schedule, and results more predictable.
Project Management In Our Changing WorldRandy Dunson
This document summarizes a panel discussion on project management in a changing world. The panelists discussed how most successful project managers started as accidental project managers, and the three major contributors to project success: requirements management processes, using a formal methodology and standardized tools, and executive management support. They also discussed how project management needs to adapt to a fast-paced changing world. The panelists provided their views on shifting away from command and control approaches and what the future of project management may look like.
Logical roadmap of creating pmo with cm mi prospectiveAshok Jain
This document discusses the logical progression of a Project Management Office's (PMO) level of maturity as an organization's maturity level increases. It outlines five levels of a PMO from basic to advanced that align with the five levels of the Capability Maturity Model Integration (CMMI) framework. At each increasing level, the PMO takes on more responsibilities such as standardized processes, project information management, quantitative process management, and enterprise-wide continuous improvement. Relating the PMO level to the organization's maturity helps ensure the PMO evolves appropriately to support the organization's capabilities.
The document discusses various approaches to project management including PMBOK, PRINCE2, and Six Sigma. It provides details on:
1) The five process groups and ten knowledge areas that PMBOK recognizes as typical for almost all projects.
2) The key aspects that PRINCE2 emphasizes such as organizing/planning before starting work and controlling a project once started.
3) How Six Sigma uses green belts and black belts for projects and that these typically last 4 months, with management control through goals rather than formal project management.
The document discusses managing scope creep in IT projects. It defines scope creep as occurring when the scope of a project expands without control. Scope creep happens due to poor requirements, lack of change control, underestimating complexity, and gold plating. After scope creep, projects miss deadlines, go over budget, and provide lower returns. To reduce scope creep, the document recommends implementing scope change control processes, defining clear requirements, and using agile methodologies with frequent stakeholder feedback.
This document discusses key aspects of project management for software projects. It covers that project management involves planning, monitoring, and controlling people, processes, and events throughout the software development lifecycle. Project management focuses on the four Ps - People, Product, Process, and Project. Effective project management requires considering these factors and organizing the project team appropriately to achieve success.
The document discusses lessons for project managers in their role. It identifies project management as an "accidental profession" for two reasons: 1) project managers are often not formally selected and trained, and 2) many individuals pursue project management without defining a clear career path. It then provides 12 guidelines for project managers to address common problems, such as understanding stakeholder expectations, using flexible leadership styles, and maintaining appropriate planning. The guidelines range from understanding the project context to effective time management.
The document discusses project risk management and outlines the key steps: plan risk management, identify risks and opportunities, perform qualitative and quantitative risk analysis, plan risk responses, implement responses, and monitor risks. It defines risks as uncertain future events that could negatively impact objectives and opportunities as uncertain future events that could positively impact objectives. The risk assessment process determines the probability of a risk occurring and its potential impact. A risk matrix is provided as an example to assess risks based on probability and impact. The goal of risk management is to reduce risks and exploit opportunities to increase the likelihood of project success.
Este documento contém 4 portarias emitidas pelo prefeito de Gameleira, Pernambuco, nomeando indivíduos para cargos efetivos após aprovação em concurso público, de acordo com a lei municipal.
Este documento describe las páginas web y la World Wide Web. Explica que la WWW es una red mundial de información fragmentada en páginas web que contienen texto e información multimedia. También advierte sobre los peligros en la web como virus y contenido inapropiado, y la importancia de que los educadores usen y enseñen sobre la web de manera segura.
This document discusses the potential for establishing a Center for Data Governance and Innovation to help facilitate learning analytics projects at UvA universities. It outlines some roles the center could play, such as approving learning analytics projects to ensure ethical and legal compliance, managing knowledge about data policies, and facilitating communication between stakeholders. The center could help address issues around data ownership, gatekeeper resistance, and complex infrastructure challenges. Establishing good data governance is important to enable learning analytics and other big data initiatives while protecting student privacy and ethical use of data.
The students wrote about things they love about their moms, including that their moms help them when sick, with homework, find toys, cook meals, take them to sports games and other activities, buy them toys and clothes, help them clean, and spend time with them. The moms are described as nice, helpful, and the best moms.
El documento describe una visita escolar a La Pedrazuela como parte de la Campaña Escolar de Música organizada por la Diputación de Segovia. Los estudiantes asistieron a un concierto didáctico sobre la música barroca interpretada por el conjunto IARUS GREX, donde aprendieron sobre instrumentos musicales de la época como la tiorba, guitarra y violonchelo barroco. Los actores representaron a figuras históricas como Vincenzo Galilei y Giovanni de Bardi y explicaron el origen del estilo barroco. Los estudiantes escuch
This paper proposes a cross-cultural framework for studying the evolution of premodern religious and philosophical systems by examining the development of "correlative thought" across civilizations. The paper argues that correlative thinking, involving layered hierarchies and correspondences between different aspects of reality, evolved in parallel ways in traditions like China, India, the Middle East, Europe, and Mesoamerica. It combines neurobiological evidence with an analysis of how correlative systems grew more complex over time through repetitive exegesis within stratified textual traditions. The model aims to provide insights into broader patterns of ideological change using computer simulations.
"Cooplexity: Entrepreneurial & Executive Play for Complex Environments"
This presentation reports back on studies into the perceived benefits of using the Cooplexity Institute's (www.cooplexity.com) SYNERGY Simulation for entrepreneurial and executive development. It is framed within the context of Vygotsky's Zone of Proximal Development and its role in being deployed for play as entrepreneurial & executive learning in ambiguous and uncertain environments."
O documento discute o "psicoscópio", um aparelho espiritual que pode analisar as vibrações e sentimentos de encarnados e desencarnados. Ele descreve como o psicoscópio pode ser usado para avaliar grupos mediúnicos, identificando qualidades como moralidade, bondade e responsabilidade. Também discute a importância de grupos mediúnicos serem orientados espiritualmente e trabalharem com propósitos elevados e cristãos de ajudar os necessitados.
O documento discute a importância de falar pouco e com sabedoria, citando vários versículos bíblicos que ensinam sobre os perigos da língua e da fala ociosa. Jesus é dado como exemplo de alguém que soube ficar calado diante de acusações. O documento conclui repetindo o ensinamento de que é melhor ficar calado.
I Jornadas "La escuela pública, la escuela de todos"Marga Gentil
Abril 2013. I Jornadas sobre Servicios Públicos "La escuela pública, la escuela de todos" organizadas por FECCOO. Presentación de la experiencia "eTwinning: proyectos europeos" a cargo de Margarita Gentil y Sergio González Moreau
Lindsey Wixson is a 15-year-old model from Wichita, Kansas who has rapidly risen to fame. Last fashion week, photographer Gabrielle Revere was struck by Wixson's stunning beauty and confidence, which stood out among the other models. Within a few months, Wixson had become the new face of Miu Miu, following in the footsteps of famous actresses. Revere struggles to describe Wixson's magic and appeal, but says she has "that thing" that defines special people.
The document discusses influence and getting things done without antagonizing people. It provides definitions of influence, including "the act of seeking what another is seeking", "joint action for a common purpose", and "producing an effect without exerting force". It also discusses giving in to pressure and opposition in order to influence others, as well as the importance of being receptive, attentive, and listening when teaching others.
The document discusses challenges in implementing project management practices in government organizations and innovative solutions adopted. It describes establishing a Project Management Office to introduce standardized processes, estimate projects more accurately using techniques like function point analysis, measure organizational performance through metrics and models, and implement tools like RFID for effort tracking, a project tracker, and balanced scorecards. The goal is to overcome challenges like rough estimates, scope creep, and improve project delivery in terms of cost, schedule and quality.
Project management practices the criteria for success or failureTa Ngoc
This document discusses factors that contribute to project success and failure. It identifies the top factors for success as user involvement, executive management support, clear requirements, and proper planning. The major causes of project failure are inappropriate planning and scheduling, improper implementation, and human factors like poor communication. While project success rates have increased over time, nearly half of all projects remain challenged, meaning they are over budget, over time, or fail to meet full requirements. Ensuring user involvement, clear requirements, proper planning and management support are keys to avoiding failure and increased success.
Industry experts, Bob Prieto, veteran executive with Fluor and Parsons Brinckerhoff, and Hans Hoppe with Parsons, share valuable information on the failure points of Mega Projects and proven methods of managing these projects to beat the odds and succeed. It is estimated that 9 out of 10 projects that cost $1 billion dollars or more, go over budget. Learn how we as an industry can change those numbers and improve the way the world builds.
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بعنوان
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التاسعة مساء توقيت مكة المكرمة السبت19سبتمبر2020
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Are you making any of these 10 project management mistakesOrangescrum
Most classic project management mistakes that the project managers make when it comes to the more process-related aspect of the job without a solid method for defining and controlling the project’s scope, benefits, deliverables, costs, quality, risks and responsibilities.
10 reasons why projects fail or common mistakes to avoidMarianna Semenova
The goal of this presentation it to summarize practical experience and theoretical knowledge to outline 10 main reasons for the projects failure and common mistakes you can avoid on your projects to make them succeed. I hope you will find good tips and a valuable practical advice while reviewing it.
Follow a defined process to develop the baseline schedule through iterative planning. Rushing the process can result in an inaccurate baseline schedule.
Follow a defined process to develop the baseline schedule through iterative planning. Rushing the process can result in an inaccurate baseline schedule.
The document discusses project evaluation and auditing. It outlines the primary purposes of evaluation as translating project goals to organizational goals, efficiency, customer satisfaction, and business success. Evaluation also aims to improve understanding of project value, processes, risk management, and personnel growth. Project audits thoroughly examine all aspects of a project and its management. The audit report communicates findings to stakeholders and aims to improve future projects. Effective evaluation and auditing require access to records, personnel, and thorough analysis against benchmarks.
Tools & Techniques in Project Implementation.pptHeshamUddin3
This document discusses project management problems in Bangladesh. It identifies the top 10 extremely important problems as weak management and delays in various stages of project implementation such as decision making, preparation, funding, and land acquisition. Very important problems include frequent transfers of project directors and lack of coordination. Important problems involve lack of skilled personnel and knowledge of rules. Moderately important problems include lack of feasibility studies and unified bidding documents. The core drivers creating issues are identified as lack of skilled personnel, politicization of projects, corruption, and inadequate support systems.
This document discusses project dynamics, an emerging approach to understanding the complex dynamics of projects over time. It discusses how project dynamics can be applied to (1) understand features of projects like activities, phases and interdependencies, (2) model rework cycles and their compounding effects, and (3) evaluate the intended and unintended consequences of project control strategies. The document argues that applying a project dynamics approach can provide new insights to improve project management practices.
C19 07/14/2011 11:18:53 Page 187
19CHAPTER NINETEEN
Project Reviews
Subbu Murthy
T
HE PURPOSE OF PROJECT reviews depends on the project life cycle (see
Figure 19.1). Understanding the purpose of a review is as important as the
review itself. In the early stages of the project, reviews are typically held to
assess the project impact across the portfolio of other projects, evaluate alternatives,
and make decisions to continue the project or abandon them.
In the planning stages, reviews are held to assess the project costs, schedule, and
risks. They are also held to establish the high-level scope and interfaces with other
projects and to evaluate resource allocations. The reviews in the early stage and the
planning phase play a key role in prioritizing and sequencing the project.
In the execution stage, reviews are focused on understanding the project specifica-
tions (requirements, design, etc.), assessing the progress of the project, and assessing
project quality.
Postimplementation reviews are also crucial as they serve to assess overall
performance and review the key lessons learned. They also help understand the true
causes of variance. In a majority of IT projects, poor specifications and scope creep are
the two strong determinants of cost and schedule variances.
Project reviews share four characteristics: (1) They are measurable, (2) they have
specific goals, (3) they deliver direct or indirect benefits to customers or stakeholders,
and (4) they are triggered by a specific milestone or a preestablished schedule.
187
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EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 5/3/2020 12:29 PM via STRAYER UNIVERSITY
AN: 391434 ; Lane, Dean.; The Chief Information Officer's Body of Knowledge : People, Process, and Technology
Account: strayer.main.eds-live
C19 07/14/2011 11:18:53 Page 188
CONCEPTS
Every review must have a purpose, and the purpose must be aligned to the specific
project needs. In addition to identifying the purpose of the review, some of the
fundamental aspects of a project review to consider are the frequency of the review
(weekly versus monthly or quarterly), granularity (detailed versus high level), and
whether reviews are scheduled (weekly, monthly, quarterly) or event driven (such as
completion of a project milestone). The audience for the project review depends on the
purpose of the review. Management, technical architects, developers, quality assurance
personnel, users, finance, and other functions may have to be involved, depending on
the type of review.
While the frequency of review and granularity of reviews depends on .
IRJET- A Study on Project Management Techniques to Avoid Project FailureIRJET Journal
This document discusses project management techniques that can be used to avoid project failure. It analyzes responses from project managers on reasons for project failure and how to ensure success. Some key findings are:
- Poor planning, unrealistic timelines and cost estimates, and lack of clear objectives are common reasons for failure.
- Successful projects meet scope, time and cost goals while satisfying stakeholders.
- Techniques like CPM, PERT, Gantt charts and MS Project help managers monitor progress and implement corrective actions to get projects back on track if issues arise.
Project Management is a strategic competency of organizations that involve the application of knowledge, skills, and techniques to align project objectives with business goals, enabling companies to better compete in their respective market: https://www.orangescrum.com/
The document provides templates and checklists for managing projects using the IS&T Project Management Framework. It includes checklists for project startup, planning, and engaging with sponsors. The checklists contain questions to confirm key project details are defined, such as goals, scope, resources, milestones and managing stakeholder expectations.
AI has made significant inroads into various fields, including project management. AI can enhance project management by automating repetitive tasks, providing data-driven insights, and improving decision-making. Here are some use cases of AI in project management, along with explanations and examples:
This document summarizes an upcoming presentation on ethics versus business interests in project management. The presentation will use case studies and examples from professional forums to illustrate common ethical dilemmas project managers may face at different stages of a project's lifecycle. It will also discuss how ethical standards may vary in different regions and industries. The goal is for project managers to learn how to recognize and address potential ethical issues so they are prepared to handle similar situations in the future.
This document discusses achieving delivery excellence in projects. It defines delivery excellence as going beyond just quality to be "extremely good". It identifies critical success factors for delivery excellence like customer satisfaction, employee satisfaction, and business growth. It also discusses key metrics for measuring delivery excellence like revenue growth, customer satisfaction levels, and defect density. Finally, it recommends tools and techniques for organizations to achieve delivery excellence, such as innovation, automation, and competency development.
The document discusses a new project management trend called Globally Distributed Delivery Model (GDDM). GDDM involves managing projects with teams located across multiple locations, time zones, cultures and service providers. The key challenges of GDDM include effective communication, collaboration and cultural differences across distributed teams. Some strategies to overcome these challenges are establishing clear communication frequencies and methods, developing trust among team members, and understanding cultural differences. The document provides best practices for project managers to successfully execute GDDM projects.
This document provides a case study of a successful project delivery by Tata Consultancy Services (TCS) as the System Integrator for a telecom company. The project involved developing systems to launch new fixed mobile convergence services within an aggressive 12 week timeline. TCS faced challenges with the tight schedule, evolving requirements, and dependencies on multiple vendors. To overcome these, TCS adopted an agile approach with MoSCoW prioritization, time-boxed delivery waves, robust governance of vendors, and active stakeholder management. These practices helped TCS deliver the project on budget and meet the client's timelines, demonstrating effective project management.
This document discusses proven practices for measuring learning impact. It explores eight initiatives for measuring learning that can demonstrate impact, including turning satisfaction surveys into predictive data, using the human capital approach to estimate performance change, and leveraging business impact templates. The challenges of demonstrating business impact, reducing "scrap learning", and measuring informal learning are also addressed.
The document discusses how emerging economies, the financial crisis, and Generation Y are changing the face of project management. It provides tips on how project managers can adapt to these changes, such as gaining knowledge of local business models in emerging economies and using agile approaches. It also presents a case study of how a project manager dealt with an existing project being opened to bidding due to the financial crisis. The document advocates that project managers embrace continuous improvement, generate peer pressure for accountability, and adopt an innovation framework to adapt to the changing project management landscape.
This document discusses bridging the gap between traditional project management and the expectations of the "Facebook generation". It proposes adapting a new management style focused on transparency, value creation, and flattening hierarchies. Specifically:
1) The "Mirror-Mirror" concept helps managers understand their starting point and focus areas for improvement to achieve goals.
2) Emphasis is placed on winning stakeholder confidence through transparency.
3) Managers think long-term and include more people in planning for transparency.
4) Multiple solutions are explored during execution to maximize value for all parties.
The document discusses the challenges of managing multi-country projects and proposes an approach using abstract and agile scheduling. It highlights difficulties like budget forecasting, resource management, and tracking across locations. The approach uses an abstract schedule for high-level planning and portfolio management, with agile detailed schedules managed quarterly by teams. Collaboration is enabled through a web tool for tasks, time tracking, documents and issues. This framework aims to provide simplicity and visibility while allowing flexibility.
The document discusses delegating project management tasks from project managers to team members in order to improve organizational efficiency. Currently, project managers typically handle all project management tasks themselves. This leads to higher costs, lower team motivation, and missed opportunities. The document proposes a solution where project managers delegate appropriate project management tasks to team members. This would reduce costs by utilizing resources more efficiently. It would also increase team member motivation and involvement. The document addresses some concerns about this approach and provides recommendations for implementation at different organizational levels.
The document discusses sustainability in project management. It explores how sustainability relates to projects and project management. Key points include:
1) Sustainability involves balancing economic, social, and environmental factors over both the short and long term.
2) Project managers may have responsibility for sustainability aspects of projects and their outcomes.
3) Considering sustainability requires looking at a project's full lifecycle as well as the lifecycles of its outcomes and any associated products or assets.
The document discusses strategies for companies to achieve growth with existing resources through effective portfolio management. It finds that high growth companies expand sales channels while slower companies focus on cost reduction. Implementing portfolio management allows selecting the right projects and optimizing resource allocation. Benefits include increased effectiveness, reduced costs, and higher profits without additional investments. The key is to identify constraints, match capacity and pipeline, and select platforms that provide competitive advantage and accelerate innovation.
The document discusses the role of a Strategic Program Management Office (PMO) in managing organizational transformation. It describes what a Strategic PMO is and the framework it uses, including establishing a vision, mission, and work streams. It then discusses the structure of a Strategic PMO and its lifecycle. Finally, it provides examples of Strategic PMOs that were implemented to manage a merger integration, transition to a shared global delivery model, and drive innovation through centers of excellence.
This presentation discusses how project managers can incorporate social media tools like Twitter, Facebook, LinkedIn, and blogs into project communication and management. It explores how tools like these have changed communication from restricted exchanges to more open and collaborative interactions. The presentation also addresses challenges with social media like distraction and loss of productivity, and suggests ways for project managers to develop social media policies and guidelines for their teams.
This document discusses a business model for providing renewable energy to rural communities through partnerships between various stakeholders. The key stakeholders identified are village communities, NGOs, microfinance institutions, original equipment manufacturers, and government/state bodies. The model aims to improve rural livelihoods and alleviate poverty by providing energy access and creating new income opportunities through microloans to fund the installation of renewable energy technologies. Challenges and opportunities of this model are also analyzed.
This document provides an overview of how tools from psychology can be applied to improve project management. It discusses the Myers-Briggs Type Indicator (MBTI) personality assessment and describes two personality types: ENFP and ISTJ. It also summarizes Rational Emotive Behavior Therapy (REBT) and how modifying beliefs can impact consequences. The document suggests project managers would benefit from understanding these psychological tools to improve team dynamics and expectations management.
The document presents the Influential and Inspirational Powers (IIP) model, a new self-evaluation tool for project managers. The IIP model maps levels of influence and inspiration on a grid with four quadrants based on two situations: 1) how team members are influenced and inspired by the project manager, and 2) how the project manager is influenced and inspired by the team. The tool is meant to help project managers identify strengths, weaknesses, and ways to improve team motivation, productivity, and innovation. A survey of project stakeholders provided initial support for the model.
This document discusses strategies for managing everyday conflicts at work. It suggests that minor unresolved conflicts can lead to major losses in productivity, satisfaction and focus within teams. Conflict is inevitable in team environments but can be minimized through awareness and effective conflict resolution strategies. The document explores how individual personality traits and interpersonal skills influence conflicts, and provides models for resolving conflicts at different levels from individual to team to organizational.
This technical paper explores the importance of soft skills like leadership for project managers. It discusses how leadership is crucial for project success as it helps integrate team members and motivate them. The paper outlines different leadership styles and techniques for developing leadership skills, including coaching and mentoring. Effective coaching and mentoring through situational leadership can help individuals and teams achieve their goals while also benefiting the overall organization.
The document discusses the need to tap into the power of informal project management techniques. It proposes a methodology to identify exemplary historical informal projects in India and analyze them to develop a database of proven informal techniques. This would help bridge gaps in formal project management education. A survey found most essential project management skills can be developed through both informal and formal means.
This document discusses a model for risk analysis and mitigation that accounts for dependencies between risks. It introduces concepts like Risk Influence Factors, risk networks, and risk prioritization. The model involves discovering risks through a "what if, why" analysis. It then generates a risk network by analyzing how risks within and across categories influence each other. Risks in the network are prioritized based on their costs, benefits, and other factors. Dependencies between risks are also analyzed to inform mitigation efforts over time.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
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China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
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AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
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Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
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During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
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Iss 03
1. Aum gam ganapataye namya.
Check-point on Success of
Delivery Management
Process and an Attempt to
Look Forward and Beyond
Subrahmanyam VN Chinta, PMP
Cognizant Technology Solutions
2. Contents
1.1 The Story So Far... 3
1.2 projects had high Client confidence levels and often paved new business. 4
1.3 Analysis and Root Cause Evaluation.. 6
1.3.1 Organizational Factors 6
1.3.2 External Environmental Factors 7
1.4 Inaccurate Estimation and Schedule planning 7
1.5 Incorrect and optimistic status reporting 8
1.6 Unrealistic Schedule pressures 10
1.7 New and Changing requirements during development life-cycle 11
1.8 Inadequate Quality Control 11
1.9 Summary and Conclusion: 13
1.10 Definitions: 13
1.11 Author(s) Profile 14
2|Page
3. As we are at the brink of closure of first decade in 21st century, it's the most
appropriate stage to look at the way projects were executed during the decade. From
a project management perspective, the number of projects that are challenged and
failing continue to be high. The graph below provides a snapshot of how the projects
have progressed during the period. It's important to diagnose the factors contributing
to this scenario and identify solutions.
It's observed that despite significant contributions of technology and tools towards
project delivery process, 40 - 50% projects continue to be "challenged". The
percentage of projects failing to meet their stated objectives is on the rise. Hence,
there is a compelling need to relook at the factors that are contributing to this state.
As overall business environment changes, it's but natural that there will be new set of
constraints, factors and dependencies that will influence the project delivery process.
The objective of this article is to go beyond the diagnosis of contributing factors and
explore practices that can aid project managers to be equipped to handle so called
"Challenged Opportunity".
1.1 The Story So Far...
Research on Successful projects [1] identified the reasons for their success -
Stakeholder involvement; Clear requirements; Proper Planning and Realistic
expectations.
It's observed that for any project which has adequate stakeholder analysis and tasks
identified to keep the key stakeholders engaged during the project life cycle had
higher probability of success.
3|Page
4. Engagement process, meeting stakeholder expectations and involving them at
appropriate stages provided the project much needed attention, due importance and
smooth approval process at required gateways.
For projects that have clearly stated requirements have seen low variance in scope
change, schedule / cost variances, and least rework during development life cycle.
Such projects have also seen low change requests.
For projects that had proper planning had smooth execution and delivery. These
projects seldom went off track. Project Governance and controlling such projects was
done with minimal hassles. Such
1.2 projects had high Client confidence levels and
often paved new business.
Analyzing the challenged projects [ ] for causes and factors that contributed to such an
outcome - lack of user inputs, inadequate requirements, scope change, stakeholder
support / engagement are major contributors to Challenge the projects.
For projects that lacked stakeholder (end user) inputs had challenges in completing
the User / Formal Acceptance stage. Its observed that such projects had to go through
an element of rework and changes.
Project Chanllenged Factors Percentage
Lack of User Input 12.80%
Incomp ete Requ rements & Specifications 12.30%
Changing Requirements & Specifications 11.80%
Lack of Executive Support 7.50%
Technology Incompetence 7.00%
Lack of Resources 6.40%
Unrealistic Expectations 5.90%
Unclear Objectives 5.30%
Unrealistic Timelines 4.30%
New Technology 3.70%
Other 23.00%
4|Page
5. For Projects that commenced with Incomplete Requirements and Specifications had
numerous challenges during execution phase.
Changes to Process Model; there by changing to project schedule and acquiring
additional Risks
Additional Uncertainties; project had challenges in completing critical activities like
design, construction. Technical Solution was modeled with serious assumptions
that had high impact.
Delayed Sign-offs; project schedule was seriously challenged due to non-
completion of prior phases. This caused additional risks, changes to schedule and
controlling such projects was nightmare.
For projects that had Changing Requirements and Specifications had the following
challenges:
Changing scope- caused rework of schedule, incompletion of phases
Large volumes of Rework
Poor Communication, Insufficient resource planning, Unrealistic schedules and Poor
Project requirements formed the top four reasons for most project failures [3]. It was
observed, that the above factors had a larger influence compared to the other factors.
There were other significant observations, like lack of morale in the project team and
their commitment towards the project was equally questionable.
Failure Reasons Percentage
Poor Communication 28.00%
Insufficient resource planning 1 8.00%
Unrealistic schedules 13.20%
Poor Project requirements 9.80%
Lack of stakeholder buy in 6.70%
Undefined project success criteria 5.20%
Unrealistic budgets 4.80%
Insufficient or no risk planning 4.40%
Lack of control ' change process 4.30%
For projects that lacked communication have several complex challenges during
planning and execution. Such projects had inadequate / no stakeholder identification,
communication requirements are not identified. This led to inadequate planning and
execution. Such projects constantly deviated from the objectives.
For projects that had insufficient resources planned, fared miserably during execution.
Such projects had constant schedule / cost slippage. At times, the quality of
deliverables was also questionable. For projects that had Unrealistic schedules had
constant slippages in milestones. Resources had to put in unreasonable number of
work hours to meet the deliverables. Team morale and productivity was low.
5|Page
6. 1.3 Analysis and Root Cause Evaluation..
Given the above project data, the projects were analyzed for key potential factors for
projects to be "Challenged" or "Failed". Research lead to root causes for the
respective outcome of the projects.
Organizational Factors
External Environmental Factors
Inaccurate estimating and schedule planning.
Incorrect and optimistic status reporting.
Unrealistic schedule pressures.
New and changing requirements during development life-cycle.
Inadequate quality control.
1.3.1 Organizational Factors
What are the factors that an organization can influence on a project outcome? From
analysis, the following were found to be the major contributors:
a. Organizational Culture
b. Processes / Information System / Process Models
c. Stakeholder Assessment
d. Technical Solution Envisaging and Framework
e. Human Resourcing methodology and practices
The first of these - ORGANIZATIONAL CULTURE. The term 'Culture' means -"how we
do things around here". This forms the genesis of any project initiation. Elements like -
Identification of Project owner; process orientation; philosophy towards Governance;
establishment of role and responsibilities; delegation of authority; establishment of
accountability; and Creating an environment imbibed with Ethics and Values. The
above mentioned factors outlay the principles that govern projects during their life
cycle.
The second Processes / Information Systems / Process Models. The emphasis here is
on the systems, and processes followed for the execution of the project.
Organizational Information system should aid in holding critical project repository; aid
estimations; bring out the sensitive aspects of executed projects. It's also important to
have complete understanding on the nature of process models available, implemented
and their respective history.
The third Stakeholder Assessment - Every organization engages and maintains key
stakeholders based on certain parameters and processes. These are intrinsic to the
organization. The principles and practices defined will have corresponding impact on
the performed project. Establishing and achieving stakeholder expectations has a
huge impact on the organization vision, growth, and sustenance.
The fourth Technology Solution Envisaging and Framework - Organizations need to
fundamentally be very strong in core technology that forms the basis for business. The
mechanism used for envisaging solutions; understanding the nature of business;
6|Page
7. ability to work on technology along with adequate knowledge on its strengths and
limitations; ability to handle the technology challenges.
1.3.2 External Environmental Factors
What are the factors external to the organization that can influence the project
outcome? From analysis, the following factors have serious impact on the project:
a. Market Conditions / Business Decision Factors
b. Competitive Business advantages
c. Stakeholder risk tolerance
1.4 Inaccurate Estimation and Schedule planning
What are the factors triggering software cost estimating problems? From analysis and
discussions of estimating issues with several hundred managers and executives
between 1995 and 2006 [E], the following were found to be the major root causes of
cost estimating problems:
a. Formal estimates are demanded before requirements are fully defined.
b. Historical data is seldom available for calibration of estimates.
c. New requirements are added, but the original estimate cannot be changed.
d. Conservative estimates may be overruled and replaced by aggressive estimates.
The first of these estimating issues - formal estimates are demanded before
requirements are fully defined. Many of the estimation methodologies / frameworks
are evolving and do not have a perfect solution for early estimates as of 2006, but
there are some approaches that can reduce the risks to acceptable levels. However,
there are certain cost estimation tools that enable managers to come up with early
estimation in sizing a project that are yet to evolve clear / complete requirements.
Using these approaches will also aid in estimating project team needs, infrastructure
(including resources), schedules, costs, risk factors and quality parameters. In all such
cases, handling risk analysis is the key element. During this approach, most projects
are estimated with numerous assumptions and hence early estimates have confidence
levels that are initially very low. As the project evolves, information becomes available
and requirements are defined and agreed upon, the revised estimates will improve the
accuracy and thus confidence levels as well.
As the above analysis clearly explains the challenge for coming up with cost estimates,
which are intrinsically difficult and hence early estimates should mandatorily include
contingencies for requirements changes and revised project plan needs.
The second estimating issue - historical data is seldom available for calibration of
estimates - is strongly related to the first issue. Companies do not provide adequate
emphasis on collecting project information from planning to closure phase. Hence,
they lack correct / complete / accurate historical information on resources, schedules,
costs, quality parameters, and metrics. Hence, using such data is always at risk when
it comes to software cost estimation.
7|Page
8. One advantage that function points bring to early estimation is that they are derived
directly from the requirements and show the current status of requirement
completeness. As new features are added / redefined / dropped, the application
boundary is redefined so is the size of the application -resulting in change in the
function point. As discussed earlier, this methodology will be of significant aid for
projects that change process model during the execution phase. Since this is a
scientific methodology, even if features are removed or shifted to a subsequent
release, the function point metric can handle this situation exceptionally well.
The third estimating issue - new requirements are added but the original estimate
cannot be changed - is that of new and changing requirements without the option to
change the original estimate. Would like to bring in the analysis done above to look at
this very sensitive and challenging situation. Given the project challenge in early
estimation and most often scope not clear defined -estimate always carries range of
assumptions and is more of budgetary in nature rather than one to define a project life
cycle. If the project does not have options to redefine its trajectory as project
elaborates then such project is bound to be challenged or fail to meet the project
objectives. Organization culture and manner in which engagements are defined play
critical role. Estimation models like Function points can be of better aid in defining
project size and running projects based on size of the application. This, stakeholder
management, in combination of having an opportunity to redefined certain parameters
of the engagement during the course of the project life cycle is an ideal option to
influence the project outcome.
The rate of requirements creep will be reduced if technologies such as joint application
design (JAD), prototyping, and requirements inspections are utilized. Here too,
commercial estimating tools can adjust their estimates in response to the technologies
that are planned for the project.
The fourth and last of the major estimating issues - conservative estimates may be
overruled and replaced by aggressive estimates - is the rejection of conservative or
accurate cost estimates and development schedules by clients or top executives. The
conservative estimates are replaced by more aggressive estimates that are based on
business needs rather than on the capabilities of the team to deliver. There is no easy
solution for such cases.
The best solution for preventing the arbitrary replacement of accurate estimates is
evaluating historical data from similar projects. While estimates themselves might be
challenged, it is much less likely that historical data will be overruled.
1.5 Incorrect and optimistic status reporting
One of the most common sources of friction between corporate executives and
software managers is the social issue that software project status reports are not
accurate or believable. What has long been troubling about software project status
reporting is the fact that this key activity is severely underreported in software
management literature. It is also under supported in terms of available tools and
methods.
The situation of ambiguous and inadequate status reporting was common even in the
days of the waterfall model of software development. Inaccurate reporting is even
more common in the modern era where the spiral model and other alternatives such
as agile methods and the object-oriented paradigm are supplanting traditional
methods. The reason is that these non-linear software development methods do not
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9. have the same precision in completing milestones as did the older linear software
methodologies.
The root causes of inaccurate status reporting are:
PMs are simply not trained to carry out this important activity.
Correct / accurate data not communicated to stakeholders
Inadequate Project Planning
Inadequate Governance, control and responses to project events
The basic rule of software status reporting can be summarized in one phrase: No
surprises! It's important to outlay metrics that needs to be planned and monitored to
control the project.
Having a sustained governance plan is adequate for having a smooth project
execution. Seven general kinds of information are reported in monthly status reports:
a. Cost variances (quantitative).
b. Schedule variances (quantitative).
c. Size variances (quantitative).
d. Defect removal variances (quantitative).
e. Defect variances (quantitative).
f. Milestone completions (quantitative and qualitative).
g. Problems encountered (quantitative and qualitative).
Six of these seven reporting elements are largely quantitative, although there may
also be explanations for why the variances occur and their significance.
The most common reason for schedule slippage, cost overrun, and outright
cancellation of a major system is that they contain too many bugs or defects to
operate successfully. Therefore, a vital element of status reporting is recording data
on the actual number of bugs found compared to the anticipated number of bugs.
Needless to say, this implies the existence of formal defect and quality estimation
tools and methods.
The time and effort devoted to careful status reporting is one of the best software
investments a company can make. With right disciple to capture correct and accurate
data will facilitate healthy collection of historical data and increase the effectiveness
and efficiency of future estimates.
In order to have a standardized process across various domains of the industry, a
number of organizations and development approaches have included improved status
reporting as a basic skill for PMs. Some of these include the Project Management
Institute, the Software Engineering Institute's (SEI) Capability Maturity Model®
(CMM®), the reports associated with the Six Sigma quality methodology, and the
kinds of data reported when utilizing International Organization for Standardization
(ISO) Standards.
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10. 1.6 Unrealistic Schedule pressures
Unrealistic schedule pressure by executives or clients is a common software risk
factor. There are four root causes for unrealistic schedule pressure:
a. Large software projects usually have long schedules of more than 36 months.
b. PMs are not able to successfully defend conservative estimates.
c. Historical data from similar projects is not available.
d. External factors and business deadline affects the schedule.
Figure 1 shows U.S. industry experiences derived from several thousand software
projects. The upper curve shows the average delivery time in calendar months, while
the lower curve shows the planned or desired delivery time. The larger the project, the
greater the gap between the actual delivery date and the planned delivery date of the
application.
The most difficult problem to solve is when some kind of external business deadline
affects the project schedule. Unfortunately, these business deadlines are usually
outside the control of either PMs or technical personnel. Examples of external
business deadlines include contractual obligations, the starting dates of new laws that
require software support, or some kind of technical situation such as those associated
with the Y2K problem.
Such external fixed dates cannot be changed, or at least not changed by project
personnel. Therefore a combination of cutting back on functions, plus staff overtime,
remains the most common method for dealing with fixed and unchanging delivery
dates. If the mandated schedule is quite impossible to achieve, then a more drastic
option would be project cancellation.
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11. 1.7 New and Changing requirements during
development life-cycle
The root causes of requirements changes are dynamic businesses. Real-world
requirements for software must change in response to new business needs. By
counting function points from the original requirements and then counting again at the
time of delivery, it has been found that the average rate of requirements growth is
about 2 percent per calendar month from the nominal completion of the requirements
phase through the design and coding phases.
The total accumulated volume of new or changing requirements can top 50 percent of
the initial requirements when function point totals at the requirements phase are
compared to function point totals at deployment. The state-of-the-art requirements
change control includes the following:
a. A joint client/development change control board.
b. Use of JAD to minimize downstream changes.
c. Use of formal prototypes to minimize downstream changes.
d. Formal review of all change requests.
e. Revised cost and schedule estimates for all changes less than 50 function points.
f. Prioritization of change requests in terms of business impact.
g. Formal assignment of change requests to specific releases.
h. Use of automated change control tools with cross-reference capabilities.
One of the observed byproducts of the usage of formal JAD sessions is a reduction in
downstream requirements changes. Rather than having unplanned requirements
surface at a rate of 1 percent to 3 percent every month, studies of JAD by IBM and
other companies have indicated that unplanned requirements changes often drop
below 1 percent per month due to the effectiveness of the JAD technique.
Prototypes are also helpful in reducing the rates of downstream requirements changes.
Normally, key screens, inputs, and outputs are prototyped so users have some hands-
on experience with an example of the completed application.
However, changes will always occur for large systems. It is not possible to freeze the
requirements of any real-world application. Therefore, leading companies are ready
and able to deal with changes and do not let them become impediments to progress;
some form of iterative development is a logical necessity.
1.8 Inadequate Quality Control
Effective software quality control is the most important single factor that separates
successful projects from delays and disasters. The reason for this success is that
finding and fixing bugs is the most expensive cost element for large systems, and it
takes more time than any other activity.
The root cause for poor quality control is lack of solid empirical data on the cost
effectiveness of a good quality control program. More than 50 years of empirical
studies have proven that projects with effective quality control cost less and have
shorter schedules than similar projects with poor quality control. However, a
distressing number of PMs are not aware of the economics of quality control.
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12. Successful quality control involves defect prevention, defect removal, and defect
measurement activities. The phrase defect prevention includes all activities that
minimize the probability of creating an error or defect in the first place. Examples of
defect prevention activities include the use of the Six Sigma approach, the use of JAD
for gathering requirements, the use of formal design methods, the use of structured
coding techniques, and the use of libraries of proven reusable material.
The phrase defect removal includes all activities that can find errors or defects in any
kind of deliverable. Examples of defect removal activities include requirements
inspections, design inspections, document inspections, code inspections, and many
kinds of testing.
The phrase defect measurement includes measures of defects found during
development and also defects reported by customers after release. These two key
measures allow leading companies to calculate their defect removal efficiency rates,
or the percentages of defects found prior to release of software applications.
Supplemental measures such as severity levels, code complexity, and defect repair
rates are also useful and important. Statistical analysis of defect origins and root-
cause analysis are beneficial, along with the key measurements of cost and defect
repairs.
Some activities benefit both defect prevention and defect removal simultaneously. For
example, participation in design and code inspection is very effective in terms of
defect removal and also benefits defect prevention. Defect prevention is aided
because inspection participants learn to avoid the kinds of errors that inspections
detect.
Successful quality control activities include defect prevention, defect removal, and
defect measurements. The combination of defect prevention and defect removal
activities leads to some very significant differences in the overall numbers of software
defects between successful and unsuccessful projects.
One of the reasons why successful projects have such a high defect removal
efficiency compared to unsuccessful projects is the use of design and code
inspections. Formal design and code inspections average about 65 percent efficient in
finding defects. They also improve testing efficiency by providing better source
material for constructing test cases.
Unsuccessful projects typically omit design and code inspections and depend purely
on testing. The omission of up-front inspections causes three serious problems:
1. The large number of defects still present when testing begins slows the project to
a standstill.
2. The bad fixes injection rate for projects without inspections is alarmingly high.
3. The overall defect removal efficiency associated with only testing is not sufficient
to achieve defect removal rates higher than about 80 percent.
Fortunately, the SEI, ISO quality standards, and the Six Sigma approach have
benefited quality control activities throughout the past 20 years. As a result, an
increasing number of large projects have been successful compared to similar
projects done in the 1980s.
However, for very large projects above 10,000 function points in size, missed delivery
dates, cost overruns, and outright terminations remain distressingly high even in 2006.
The industry is improving, but much more improvement is needed.
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13. 1.9 Summary and Conclusion:
Most software projects are executed in a challenged and demanding environment.
Careful analyses of the challenged and failed projects suggest that fundaments of
Project Management principles are commonly compromised. Given the business
needs and overall environment constraints from within and outside the organization,
all upcoming projects will have to be executed in a constraint parameters and
assumable large set of stakeholder expectations. Looking positive side, this provides
an opportunity to implement projects in an effective and efficient manner.
One of the strong ways to achieve is by combining project management principles with
tools that will aid the objective. It's aptly appropriate to recall Darwin's Theory of
Survival of the fittest.
1.10 Definitions:
1. Successful Project: one that is completed on-time and on-budget, with all
features and functions as initially specified.
2. Challenged Project: one that has deviated from their stated objectives by the
time of completion. The software project is completed and operational but over-
budget, over the time estimate, and offers fewer features and functions than
originally specified.
For example, costs were high, huge schedule variance, not meeting the scope or
enhanced scope etc.
3. Failed Project: one that could not meet the stated objectives by the time of
completion. In some cases, the software project is canceled at some point during
the development cycle. References:
a. PMI Standards - Project Management Body of Knowledge 4th Edition.
b. PMI Standards - Program Management Standard - 2nd Edition.
c. Why do software projects fail? Research Article from Outsource 2 India.
d. Research Articles from The Standish Group
e. Social and Technical Reasons for Software Project Failure - Capers Jones,
Software Productivity Research, LLC
f. Glass, R.L. Software Runaways: Lessons Learned from Massive Software
Project Failures . Prentice Hall, 1998
g. Jones, Capers. Patterns of Software System Failure and Success . Boston,
MA: International Thomson Computer Press, 1995.
h. Garmus, D. and D. Herron. Function Point Analysis - Measurement Practices
for Successful Software Projects. Boston, MA: Addison-Wesley Professional,
2001.
i. IEEE Software CS Digital Library
j. Jones, Capers. Applied Software Measurement. 2nd Edition. New York, NY:
McGraw Hill, 1996. k. Harold Kerzner - Project Management: A Systems
Approach to Planning, Scheduling, and Controlling
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14. 1.11 Author(s) Profile
Chinta presently at Cognizant Hyderabad as Delivery Manager is a
connoisseur of Project Management. Delivering highly challenged projects has
been his forte. As a PMI Volunteer worked of following standards - Practice
Standard for Project Management Body of Knowledge -4th Edition
(PMI PMBOK4th Edition); Scheduling 1st Edition; Risk Management
1st Edition. Working with various teams at PMI Chapters and outside mentoring
folks on Project management has been another passion.
E-mail: Chinta vns@yahoo.com;
SubrahmanyamVenkata.Chinta@Cognizant.com
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