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Joseph Lewis Aguirre

Joseph Lewis Aguirre

(Tao Rae – Chinese Name)

Confidential V06/03/2002

Page 1


Joseph Lewis Aguirre

Joseph Lewis Aguirre

(Tao Rae – Chinese Name)

Confidential V06/03/2002

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Joseph Lewis Aguirre

(Tao Rae – Chinese Name)

TABLE OF CONTENTS

TABLE OF CONTENTS.........................................................................................3 FOREWORD...........................................................................................................5 UNDYING TRUTHS ABOUT THE ARMY, THE MERCHANT, AND THE CAT....8 (GENERAL PRECEPTS ABOUT IT PROJECT MANAGEMENT)........................8 The village merchant is not always a thief .................................................................9

THE SHAPING OF DESTINY IN THE FOREST, THE FORGING OF VICTORY BY THE SOLDIER................................................................................................10 (SCOPE MANAGEMENT)....................................................................................10 THE RIFLE, THE COOK, AND THE MOUNTAIN................................................12 (DECISION MAKING PROCESS)........................................................................12 THE HORSE, THE RIVER, AND THE SEA.........................................................14 (PLANNING FOR INTERNET TIME.....................................................................14 THE BOAT ON THE GREAT RIVER...................................................................15 (COMMITMENT AND SHARED VISION)............................................................15 THE FARMER IS HEROIC, THE BLIND MAN IS WISE.....................................16 (NO EXCUSES IN IT PROJECT MANAGEMENT)..............................................16 GLORIOUS VICTORIES WILL COME FROM HARMONIOUS WORKERS.......18 (TEAMWORK IN PROJECT MANAGEMENT)....................................................18 PROJECT MANAGEMENT OVERVIEW.............................................................20 REFERENCE PAGE.............................................................................................23 Joseph Lewis Aguirre

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(Tao Rae – Chinese Name) EVALUATION TOOLS.........................................................................................25 WE ARE PLANNING TO BUNDLE VARIOUS EVALUATION COPIES PROJECT MANAGEMENT TOOLS SUCH AS MONTE CARLO SIMULATORS/ESTIMATORS, PROJECT SCHEDULING, ETC........................25 REVIEWS..............................................................................................................26 HANDOUT READING – LINKS TO RELATED MATERIAL ..............................27 Project Management Overview................................................................................27 Scope and Time Management.................................................................................32 Project Cost and Quality Management......................................................................35 Project Human Resources and Communication Management.......................................37 Project Risk and Procurement Management..............................................................40 Putting all Together...............................................................................................44

MICROSOFT TUTORIALS – FOR FUTURE REFERENCE................................49 GLOSSARY..........................................................................................................50 PROJECT MANAGEMENT TRUISMS................................................................51 INTERNET LINKS................................................................................................53

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Foreword This document is work in progress and is the result of having facilitated various Information Technology classes at the University of Phoenix. Using the material contained herein, my last class was so engaging that I decided that it may be worth bottling it! The material contained here in can be used as a supplement in a Project Management Class using a textbook such as K. Schwalbe’s, Information Technology Project Management, Thomson Learning Press. It is also organized so that a text book is not required, using this material in combination with a website at http://www.atweb.com/project_management.htm Mini-Case Studies and corresponding Discussion Questions are provided. The Minicase studies are actual projects/events I have been involved in. The names of the actors and the companies have been changed. I have found that the students provide a more candid response when they do not know the names of the actors. The reference material (handout) at the end is organized by subject matter and used to drill down on core project management topics. We are looking at the feasibility of bundling evaluation copies of Microsoft Project Management, SmartDraw, Risk Analysis and Requirements Tracking software. It should be noted that we are using Mao’s Little Red Book as a model; however, we do not endorse Mao, or his views. For a glimpse at Mao’s critics, we recommend the book “Seeds of Fire, Chinese Voices of Conscience”, edited by Geremie Barme and John Minford. Finally, Tao Rae is my assumed Chinese name. The Tao Rae “seal” shown on the cover is a present from a good friend and previous collaborator currently residing in China, Rongji Cui. Please send comments or suggestions to: Joseph Lewis Aguirre jlaguirre@atwebo.com

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(Tao Rae – Chinese Name)

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(Tao Rae – Chinese Name)

Undying Truths about the Army, The Merchant, and the Cat (General Precepts about IT Project Management) Our armies no longer need skilled horsemen. But driving a tank takes even greater skill than riding a horse. Students exposed to project management for the first time, generally believe that project management is simply a matter of common sense. As Dr. Eliyahu Goldratt says, “..it is only common sense once you see someone else do it..”. Experienced IT project managers aware of the widely quoted CHAOS study know the odds are not favorable when lacking leadership and interpersonal skills in addition to risk, quality, scope and time management skills Look carefully at the merchant before you buy his goods. Are his children dressed in rags? In a perfect world, corporate and personal values line up. Corporate and IT goals line up. In real life, the project manager must understand the scope of the project, the project sponsor, the stakeholder's motivation and the corporate culture, for a man with a watch knows what the time is. A man with two watches, is never certain! In other words, if you do not stand for something, you will fall for anything. The cat cannot live in the wren's nest, nor can the wren catch a mouse As national luminary, Gordon Bell likes to say "engineers are not schedulers". Thus project estimation requires use of tools such as COCOMO, Monte Carlo simulation tools, benchmarking and when possible, expert advice. Overall, it requires experience. When the soldier's in the field get new weapons, everyone in the camp feels different, even the cook. When an experience project manager takes over, everything looks different: The vision is clear, the objectives make sense, the schedule is aggressive but doable, there is flexibility and accountability. All apparent conflicts form a balanced wheel

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(Tao Rae – Chinese Name) The village merchant is not always a thief

There are always too sides to a story. In a critical project there is a time and a place for a prima Dona The soldier should spend his time in fighting the enemy; he should depend on the cat if he needs to kill a mouse. The strength of a team is in its diversity. Allowing team members to focus on what they do best can be synergistic. The assumption is that the project manager knows who the real enemy is! The poor general lives to fight battles, the wise general lives to win the war. It is always tempting to jump into a new project because the boss wants us to. In the long run, everybody is better off if clear objectives are established along with success metrics. You must share your whole house with the cat if you wish to be rid of the mouse. Teamwork is the most overused word in project management. Sharing of even the most sensitive data with all team members is an indicator of whether a true team is place. When the captain orders the horsemen to advance, only the horsemen should advance A project manager will be second-guessed. Members who want to row their own boat should not be allowed to row against the team. If the merchant sells you a painting, leave it alone. You cannot make it more beautiful unless you are willing to become an artist. Design engineers by nature want to release a perfect product. If the project meets its intended functionality, do not attempt to make it perfect. The bullet travels further than the arrow. But the rifle costs more than the bow. Crashing a software development project may seem to be the fastest way to catch up. In the long run, it may be the most expensive if the project manager does not consider the added communication complexities, and programming skills (fault detection/fault elimination included)

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The Shaping of Destiny in the Forest, the Forging of Victory by the Soldier (Scope Management) We can only shape the path as we are cutting its course through the forest We do not know what we do not know. Attempts at forecasting when a project will be complete without previous experience or the right model have a high probability of failure. Our ancestors armed their soldiers with swords, we arm our soldiers with rifles. But now, we must buy them bullets as well. In the past we looked at software development as an art, not a science. Likewise with project management. Then Carnegie Mellon University developed the Process Capability Model. With the proper mixture of leadership, creativity and experience, the CHAOS study well need to be redone. Who commanded that twenty tress be felled? We are only building a small raft? The best way for a project manager to gain credibility is to place reasonable demands on the team (as viewed from the team's perspective). Have you ever lived in the forest? Then how can you teach me how to survive? Like it or not, the project manager is viewed as the technology expert. Previous experience, keeping up with technology and having a good team behind us is a must! -- Any project can be estimated accurately (once it is completed). In our ancestor's day they used old strategies and shot arrows. Today we use new strategies and fire rifles. Do not use old strategies when firing a rifle. Technology textbooks spend an inordinate amount of time describing the System Development Life Cycle, also know as the waterfall method. Xtremme Programming, Agile and RAD methodologies must be considered as serious alternatives in the current environment. Soldiers need both rifles and blankets. But they cannot fire blankets at the enemy.

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Not all urgent tasks are critical. Not all system features are necessary. Understanding shareholder's needs and system's objectives can help determine project priorities. The forest fire needs a torrent to extinguish it, but the candle only a spit of water. Do not waste a torrent on the candle. Choosing the right design methodology is critical to the success of the project. Not all problems are solved through the use of technology… in most cases the solutions are business solutions, and not technical. Last night we marched north through the forest. But now we have risen from the valley and can see the enemy camp in the west; so we have changed the course. Now more than ever we need to be flexible and adapt to market conditions at the drop of a hat. …. The lunar landing was off course most of the time. The important thing was the control center's ability to make fine adjustments. By the same token, we cannot use this is an excuse for not having well-articulated and clear objectives.

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The Rifle, the Cook, and the Mountain (Decision Making Process) The gunsmith must first measure the bullets if he hopes to build a rifle to fire them. The CHAOS study lists lack of clear requirements as the top three reason why projects fail. Perhaps this is why nothing is impossible for the person who does not have to do it! No one goes into an empty restaurant. Leadership is very difficult to explain, but very easy to identify. We all know who the real leader in the team is. If you can keep your head, while all about you are losing theirs, you have not understood the plan! Who should you trust to guide you through the high mountain passes? A man who knows the mountain. Actions speak louder than words. I have seen the right technology used at the right time and fail. I have seen the right technology used at the wrong time and fail. I have seen the wrong technology used at the wrong time and fail! There are no perfect weapons, so do not look for them. Buy what weapons you can find, and use them as perfectly as you can. There is such a thing as analysis paralysis. In the Information Age, there is no time to hide until the perfect solution is found. It is better to keep the customer informed of all available alternatives so the customer can be part of the solution and not part of the problem. The cook in the restaurant offers either rice or soup. Which is better? The most objective criteria used to make decisions will invariable carry a large portion of subjectivity. Consequently the team ends up mixing apples with pineapples. When all else fails, go back to the corporate objectives as the only watch to use to tell time. How do you know how high the mountain is? Have you claimed it?

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Of all the possible interpretations of communication, the least convenient is the correct one. If do not provide prototypes for the stakeholders to solicit feedback during the project, why are we surprised that lack of user involvement is the number one reason for project failure? If you cannot load your rifle, it is no better than a walking-stick Of the three major system elements: User Interface, Data Design and Process Design, the one that gets no respect is user interface. Reliable terabyte-size database program have failed because users refused to use it! The cook will always praise his own food Make no mistake about it, your team members will always tell you how good they are, and why outsourcing processes peripheral to your core competency is a mistake. Simply remember there is such a thing as the NIH (not invented here syndrome): If it looks like a duck, walks like a duck, and quacks like a duck, it probably is a duck. One man sees the mountain through the branches of trees in the forest, another sees it reflected in the water of the stream. Neither sees the mountain as it really is. What is really important is perception. If the stakeholders perceive your product is deficient, it is deficient. Do not underestimate the power of internal marketing campaigns. At first the soldier picks up the rifle to shoot it. But in the heat of the battle, he may use it as a club. The best interdisciplinary team will find it difficult to predict how their own portion of the design will influence other components. The project manager may find this a useful strategy, particularly if the project has mock integration milestones built it.

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The Horse, the River, and the Sea (Planning for Internet Time No river keeps the same course forever. IT project managers need to plan for creative destruction. The new system may be obsolete before it is complete. Why burden the team with unnecessary long-term requirements? The rider must stop to change horses on a long journey, even if he is in hast Not many people like to stop to train new team members in an attempt to save time. The project is better served if all team members are trained not only on their respective sphere of influence, but the complete project as well. On the other hand, it is better to be short a bad programmer that to add a good one! When the river changes its course, we must rebuild the bridge. A typical IT department spends more than 50% of its budget on maintenance. Peter Bendor-Samuel I his book Turning Lead Into Gold advises us that "To survive in today's internet-driven marketplace, companies must focus on core competencies. To do this, they must divest themselves of important but non-core processes (such as HR, finance, accounting, and data processing)." If I own a horse, I must feed him. If I use my neighbor's horse, the horse must still eat. After we have paid for an old system, we must keep paying for its maintenance, and in many cases we pay for the consequences for not upgrading - such as poor customer satisfaction. The passengers do not choose the time to sail; the ship departs when the tide is high To a great extent, it is not the team members who decide what the project schedule should be. Rather, it is the customer (stakeholders) who determines when the new system must be delivered. This is why the most valuable and least used word in a project manager's vocabulary is "NO".

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The Boat on the Great River (Commitment and Shared Vision) It is foolish to board the boat if you do not intend to cross the river For any project to succeed, commitment is required from its team members, the project manager, the project sponsor and the stakeholders -- there is no room for wait and see! When the boat is at the pier, the water is shallow and no one is afraid. But in the middle of the river, the water is deep, everyone is fearful of drowning. The conditions attached to a promise are forgotten, onyx the promise is remembered. It is at these times that true leadership is most needed and rarely found! The helmsman may move the rudder, but the whole crew must help reset the sails. True leadership gives credit where credit is due: the team! Some boats have one sail. Others have two. Which one should you take when the storm is rising? Paraphrasing Lewis Caroll in Alice in Wonderland: If you do not know where you want to go, then it really does not matter which path you take to get there!

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The Farmer is Heroic, the Blind Man is Wise (No Excuses in IT Project Management) Even if the blade breaks, the farmer must somehow plough his field. If you do not attack the risks, the risks will attack you. A project manager does not have the luxury of blaming others for the project's failure. In the end, it is the project manager's responsibility. Going into a project with a "no excuses" mentality and developing a culture where it is acceptable to discuss all possible project risks and develop mitigating plans may be the difference between success and failure. The beautiful orchard can bring forth sour fruit. Murphy is alive and well and working on your project. Testing assumptions, testing all deliverables and systems testing is required before customer acceptance! The cattle cannot speak: it is hard to know what ails them when they cry. The first place to cut corners is in documentations - either for lack of resources or lack of teamwork. In the end, we find that there is no perfect code, and it would have been cheaper if we had full documentation to start with. Analogous to insurance, documentation is not needed unless we have an emergency! The blind man learns to rely on all his other senses. Only through them can he learn to see again. As Shunryu Suzuki, the great Zen teacher, says, "In the beginner's mind, there are many possibilities. In the expert's mind there are only a few". An experienced project manager learns to rely on his younger team member, his own experience and balanced it all against expert opinion. The anxious farmer brings his crops to the market early. How can he do this? By picking them too soon, when they are not yet ripe. Project managers are under a lot or pressure to release a product as soon as possible. This implies releasing a product with minimal testing and debugging. Well grounded corporate and team values help decide what the right balance between time to market pressure and quality should be. Do not blame the corn I sold you: it was some other farmer's rice that has soured the soup.

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A typical IT system consists of multiple components from various vendors. Even when the project manger is offered (or demands) the best product support from each of the vendors, it is best to allocate time in the project plan to the blame game

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Glorious Victories Will Come From Harmonious Workers. (Teamwork in Project Management) Farmers swing the scythe in great arc when they are harvesting wheat. But they are wise not to do this in the apple orchard. Ask any team member if they do a poor job on purpose. Invariable all will say "no". The problem is not the individual, but the process! Do not fire at your own soldiers! Collateral damage after thorough risk analysis may be acceptable. But simply blaming team members for project failure (even when it is deserved), may not be the wisest thing for a successful project manager The boat takes many oarsmen to row it. But someone must sit at the helm. As the great composer Zubin Metha is quoted as saying "it takes a score for an orchestra to make beautiful music:". So regardless of job title, someone needs to make overall decisions about overall strategy. The most appropriate title in this case is the project manager. The wise captain already knows what the messenger will tell him A good project dashboard with vital factors is a requirements before launch of the project. Only then will the old mandate "no surprises" can be a reality! You travel on the river rowing, but on the land by marching. You cannot do both at the same time Back up strategies are always necessary. However, one needs to be focused on what the goals are at all time Your cousin lives far away: how can he help to harvest the wheat? Virtual teams lend themselves quite well to software development. There are other functions however, where a certain amount of physical closeness is required. For example, it is wise for the project sponsor and project manager to work side by side.

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How will the great revolution succeed? By each worker reading the Little Red Book and taking the message to heart Turning project management from an art into a science requires leadership, creativity and at least competency in scope, time, cost, quality, human resources, communications, risk and procurement management. It is and arduous, time consuming and perhaps even expensive proposition -- well worth it!

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(Tao Rae – Chinese Name) Project Management Overview

According to A Guide to the Project Management Body of Knowledge —2000 Edition, [Project Management Institute (PMI®) December 2000], project management is the application of knowledge, skills, tools and techniques to a broad range of activities in order to meet the requirements of the particular project. PMI further outlines five different processes and core competencies required for effective project management We like to say that a process and core competencies suggested by PMI are necessary, but not sufficient for a project manager who does not want to become a statistic, such as the ones presented by the Standish Group in their 1995 article “CHAOS”. We propose that leadership, in addition to creativity and wisdom are the missing ingredients – or as Dr. Eliyahu M. Goldratt likes to say, “logic by itself is not enough, you must have intuition as well”. Project Processes: Star, Plan, Execute, Control/Feedback/ Close

Start

Plan/Execute

Close

Core competencies • Project Integration Management: Plan Development, Execution and Change Control • Project Scope Management: Initiation and scope • Project Time Management • Project Cost Management • Project Quality Management • Project Human Resource Management • Project Communications Management • Project Risk Management • Project Procurement Management

Refer to Project Management website at:

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http://www.atwebo.com/project_management.htm

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Case Studies for In Class Discussion

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(Tao Rae – Chinese Name) Reference Page

WIP (WORK IN PROGRESS) Project Management Website: http://www.atwebo.com/project_management.htm Eliyahu M. Goldratt, It’s Not Luck, Great Barrington, MA, The North River Press Eliyahu M. Goldratt, The Goal A Process of Ongoing Improvement, Great Barrington, MA, The North River Press "Quotations from Chairman David." The Little Red Book of Truths to Enlighten and Guide on the Long March Toward the COTS Revolution; http://www.sei.cmu.edu/publications/documents/99.reports/lrb/little-red-book.htm Mao's Little Red Book http://art-bin.com/art/omaotoc.html G. Barme, Seeds of Fire, Chinese Voices of Conscience, Hong Kong, Far Eastern Economic Review, A reference guide: The Handbook of Formulae, Equations and ... ...the formulae, equations and conversion factors you get from our handy reference guide, The Little Red Book, is now on... Interactive CD. ... www.littleredbook.com/index.HTML Lummox Press About the Little Red Book series Begun in mid-1998, the Little Red Book series (LRB for short) was conceived as a means to bring the words of poets, many of ... members.tripod.com/~Raindog/LRB.html Stanford Linguistics | Graduate | The Little Red Book ... LITTLE RED BOOK The Little Red Book is "an unofficial guide to some things that are useful to know... from the linguistics students' perspective." The guide ... www-linguistics.stanford.edu/graduate/lrbintro.shtml Quotations from Chairman Mao Tse-tung, ToC Description: Verbatim text of the second edition of "Quotations from Chairman Mao Tse-tung", printed... Category: Society > Politics > Socialism > Marxism > Communism > People > Mao Zedong

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art-bin.com/art/omaotoc.html Little Red Book Ministry Bridging the world to God through the gospel of Jesus Christ, lrb@frontiernet.net * 585 225-0715, ... www.frontiernet.net/~lrb/ The Little Red Book of Pagan Resources [Cover art by Taryn Shrigley - contact her at colldruien@netscapeonline.co.uk]. THE LITTLE RED BOOK. the international guide to pagan resources. ... uk.geocities.com/oakleafcircle/LRB.htm No Starch Press: The Little Red Book of Adobe LiveMotion by Derek ... New! Click Here to View Cover, The Little Red Book of Adobe LiveMotion: A Radical Guide to Flash Animation. ... www.nostarch.com/lrb.htm Harvey Penick's Little Red Book : Lessons and Teachings from a ... ... The Little Red Book has become required reading for all players and fans of the game of golf, from beginners to seasoned pros. The legendary Harvey Penick, who ... hallaudiobooks.com/general/922.shtml Baseball -- Guide Format Annuals -- The Little Red Book ... BASEBALL -- GUIDE FORMAT ANNUALS. Title: The Little Red Book Publisher: New York: American Sports Publishing Publication history: Annually, 1926-1932 Notes ... www.sports.nd.edu/Baseball/bred.html

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(Tao Rae – Chinese Name) Evaluation Tools

We are planning to bundle various evaluation copies project management tools such as Monte Carlo simulators/estimators, project scheduling, etc.

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REVIEWS

“One of the best courses I've had yet. Joseph Aguirre is an excellent teacher. Thought provoking, informative, strong regular contributor to ongoing discussions, provided lectures that applied the text's lessons, not just a rehash of the most important highlights” -- Rob Johnson, TMGT 510 3/28/2002

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Handout Reading – Links to related material

Project Management Overview Getting with the Program I used to get a big kick out of young people criticizing the stuff I liked in the early Nineties because it was "so Eighties" -- you know, things like the Cocteau Twins, Echo & the Bunnymen, and Simple Minds. Maybe that's why I got such a kick out of hearing about the new Agile Software movement recently. Just last week, I was referring to eXtreme Programming. Now, I understand that XP is as dated as an Oasis CD. It's so... Nineties. Agile programming is the new new thing The Really Creative & Highly Political First Step- Project Managers and Strategic Thinking Organizations select people to manage cross-functional projects based on their high levels of personal productivity and their ability to get things done. These PMs are typically task-oriented people with a strong sense of urgency and a keen focus on getting started and finishing. An organization typically needs its project managers to begin with the "blue sky" or conceptual thinking required to plan a project. Not too surprisingly, the inclination of most PMs is to skip the strategic phase of project management and to start the project. Project management: The way work gets done today Oct 26, 1999 Elaine Cherry Wood According to business guru Tom Peters, "We now live in a world of projects." The project, which is a defined program of work that brings about a beneficial change in the organization, often disrupts our jobs and creates additional work in an already filled week. But, the successful project is also one of the easiest ways to shine in the organization, receive professional recognition, and propel a career for both the project manager and the team member. The Ten Commandments of project management Description: chiseled tablets with the planning rules every project manager should obey, also included a management checklist to help you make sure you've covered the planning fundamentals. Microproject methodology defined: Take small steps to successful projects , May 11, 2001 Software Magazine, By Jim Johnson The methodology for a microproject looks like a racetrack with four points: design, develop, test, and deploy. While these steps may sound like the normal development environment, they differ greatly—in the same way a microproject differs from a traditional development project Requirements by pattern - Software Development; San Francisco; Dec 1999;

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http://proquest.umi.com/pqdlink?Ver=1&Exp=07-012003&FMT=FT&DID=000000045957083&REQ=1&Cert=Qn3gxqhrZ4qe2lUONECRbHR oZaqPQ8Pn7VluG%2fQLqv8qD5QwNI3hsavJYM7AuwQoPcqPiF6i098goZTxH6pqBA-One possible descriptive tool for systems development is requirement patterns. The purpose of design patterns is to capture software design know-how and make it reusable. A subset of requirement patterns that represents the most prevalent and well-defined requirement patterns is presented. These patterns are: 1. The Specify Requirement Pattern, 2. The Presentation Requirement Pattern, and 3. The Prioritize Requirement Pattern. Revising the rules of project management to match Internet time Oct 16, 2000, Gartner, By Paul Baldwin If you're touting your projects and applications as bleeding-edge, then why are your project management techniques so antiquated? For e-business projects to succeed—and for businesses to be able to transform themselves through IT projects—it's important for businesses to use new projectmanagement practices that account for Internet time and other pressures from the new economy, according to Gartner analyst Matt Light. 5 Top CIOs Reveal Their Leadership Secrets - June 1, 2001 - CIO Find Tips on IT Strategies, Recruiting, Enterprise-IT Alignment, Soft Skills, Hard Choices and much, much more Creating the Project Plan Part four of four: It's easy to forget tasks or incorrectly allocate resources, even with a correct estimate of effort and time. By William H. Roetzheim Managing large corporate projects Jun 7, 1999 Anthony Russo If you're like many I/S professionals, you may have started your career providing troubleshooting support. Perhaps your first stop was on the help desk, as the "computer guy (or girl)" on call for a small corporate network, or as a programmer working as part of a development team. In these roles, you received technical training and (if you were lucky) guidance from an experienced mentor. In addition, you were given room to make mistakes and learn without having too great an impact on the organization. Ultimately, though, most I/S professionals find themselves managing projects, perhaps as a network engineer or a lead programmer "Corporate IT Will Feel More Heat in Terror Battle" - October 8, 2001 Businesses today need an executive who can manage legal and technical issues related to government acquisition and analysis of private data and communications. Computerworld expresses concern that organizations lack chief security officers with training to handle these issues. Nine options for improving your project management skills Many people tend to take things for granted, especially while they are young. They have a decent job that pays a decent salary. Then one day they start to realize they don't have the right background or skills to really get where they want to go.

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Sometimes, after you have been in the business for a number of years, you look back with regret at not being more aggressive in proactively managing your career. Automating Requirements Management Requirements management tools can't do your requirements management for you, but the right one will support and simplify your existing process. By Karl Wiegers The Paradox of Leadership Simply put, a complex challenge can be described as a situation demanding action … but for which we have no resources, or framework, for acting. For leaders today, this is more likely the status quo than an occasional experience. As a result of such ambiguity, learning to embrace paradox is key to leadership in times of complexity. Iterative Project Scoping: An Approach to Sensibly Selecting Business Requirements for Iterative DSS Deployment A picture is worth a thousand words, and the use of simple charts is always an effective and understandable way to communicate complex concepts or ideas. I have found that the charting approach presented here is easy and understandable for audiences of all levels within the organization RECOGNIZE HOW PROJECT DECISIONS AFFECT THE ENTIRE PRODUCT LIFE CYCLE Some project managers miss the big picture when developing project plans. Tom Mochal takes a look at one project manager who let his love of new technology jeopardize the long-term success of a major project. Project Approval Process – Project Manager as Custom Tailor - PMTalk Newsletter Managing and Motivating CIOs are leaders and managers as much as they are technologists. But when you lead IT staff, will they follow? Performance and Procrastination We constantly face deadlines and performance pressure, often over-stimulated by a barrage of situations commanding our attention. Therefore, being selective and using self-control is essential, but how well do we perform? Dan Ariely, Sloan School of Management Associate Professor, and Klaus Wertenbroch, INSEAD Assistant Professor of Marketing, explain that we often end up restricting our behaviour to avoid feeling the crunch of a deadline – so what’s the catch? The professors explain that our insight into how to use these binding practices for optimal performance is less than perfect. Nonetheless, we end up doing better than when we procrastinate. PRACTICAL ISSUES IN GLOBAL IT MANAGEMENT Information technology and commerce have gone global. As a result, IT managers are facing a number of new cultural and social issues. This excerpt from Auerbach Publications discusses challenges presented by language, politics, and tradition. GET CREATIVE TO MOTIVATE PROJECT TEAMS WHEN MORALE IS LOW

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Despite your excitement over projects, you sense that poor morale may be plaguing your team: People are missing deadlines, complaining about other team members, or just keeping quiet. Here are some ways to turn things around. The five dumbest things a project manager can say! Words that always come back and haunt us – pdf format – PMTalk Newsletter Collaboration As Culture In a recent Morgan Stanley survey, 74% of CIOs reported that they would continue to make significant investments in technologies to improve supply-chain collaboration despite the current economic crisis. In an environment where about half of the U.S.'s 1000 largest companies face budget cuts of up to 20%, collaboration between suppliers and customers makes sense: it can improve margins, increase capital efficiency and boost the bottom-line…..The first thing CIOs have to realize, says Data, is that collaboration starts from within and slowly expands to encompass customers and suppliers. "You have to have openness and cooperation within your own organization, otherwise how do you think you look to your customers?" he asks. Making teams work Teamwork is defined as "a cooperative effort by members of a group or team to achieve a common goal." Teamwork can be challenging at times, but there are documented stories of well-honed IT teams that cannot be denied. Technology What technology is available and when and how should a technical solution be pursued to solve a knowledge management issue? Managing Organizational Knowledge – A Blueprint for Change - January 1, 1998 Perspectives on Business Innovation A good overview of how to think about what knowledge should be shared in an organization and how with a case study. Project management: The way work gets done today Oct 26, 1999 Elaine Cherry Wood According to business guru Tom Peters, "We now live in a world of projects." The project, which is a defined program of work that brings about a beneficial change in the organization, often disrupts our jobs and creates additional work in an already filled week. But, the successful project is also one of the easiest ways to shine in the organization, receive professional recognition, and propel a career for both the project manager and the team member. The Ten Commandments of project management Description: chiseled tablets with the planning rules every project manager should obey, also included a management checklist to help you make sure you've covered the planning fundamentals. The project Nov 4, 1999, Andy Weeks

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Project management is a discipline that is becoming increasingly critical to success in the corporate world. With the advent of highly detailed systems such as Enterprise Resource Planning (ERP) and e-commerce, the ability to implement a project so that it comes in on time, on budget, and on spec becomes imperative. Unfortunately, for most organizations, pulling this off is a virtual impossibility when faced with cost and resource constraints and what seem like unreasonable deadlines. IN DEPTH: HOW TO AVOID PROJECT ESTIMATION MISTAKES - Tech Republic Project estimation errors don't have to happen to you. Learn how to identify and avoid the major estimating mistakes. Innovate to Succeed Executives must create a culture of innovation that increases performance throughout the organization and encourages creative relationships among customers "Corporate IT Will Feel More Heat in Terror Battle" - October 8, 2001 Businesses today need an executive who can manage legal and technical issues related to government acquisition and analysis of private data and communications. Computerworld expresses concern that organizations lack chief security officers with training to handle these issues. Good Work _ the Fast Company, October 2001 http://www.fastcompany.com/learning/bookshelf/goodwork.html The core message of our Who's Fast issue is the power of good work. Now three eminent psychologists are out with a new book actually called "Good Work." In an indepth discussion, they discuss the right way to think about your profession and career What to do when impossible project deadlines are common procedure – Tech Republic I am constantly running into projects that have a production date put out there by upper-level business management that then gets cast in stone. Then the business side can't define their requirements and continually changes the requirements until the construction phase is squeezed into an almost impossibly small time window. The dates never move. We are using a waterfall methodology with defined gates. Any ideas on managing this problem? 5 Top CIOs Reveal Their Leadership Secrets - June 1, 2001 - CIO Find Tips on IT Strategies, Recruiting, Enterprise-IT Alignment, Soft Skills, Hard Choices and much, much more Project management advice—free for the listening , Apr 24, 2001, Jerry Loza Thirty percent of all IT projects fail. That is one of the opening considerations included in a great audio program being offered to TechRepublic members by Audible.com for free. The Essentials of Project Management, which is a part of the Gartner Group Talking Technology series, is a 42-minute program available over the Internet New Boss Blues November 15, 1998 CIO Enterprise A newly hired executive threatens an important IS project. How can the project manager snatch back victory?

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BUSINESS LINE BACKERS – March 15, 1998 - CIO Enterprise IT'S NO SECRET that end users can make or break an IT project, and the IS department sometimes doesn't have the clout to force difficult projects through. To the rescue: the executive sponsor, a line-of-business VP or department manager (depending on the scope of the project) who rallies the troops and keeps the project on track. Software Insanity You've probably heard of "Chaos '98," the Standish Group study that found that 75 percent of software projects fail because they are late, over budget or poor quality, or all of the above. For projects valued at more than $10 million, the failure statistic becomes 100 percent.

Scope and Time Management The Deadline Crunch Performance and Procrastination We constantly face deadlines and performance pressure, often over-stimulated by a barrage of situations commanding our attention. Therefore, being selective and using self-control is essential, but how well do we perform? Dan Ariely, Sloan School of Management Associate Professor, and Klaus Wertenbroch, INSEAD Assistant Work Breakdown Structure - Design dynamic project plans that deliver the desired business outcome as quickly and cheaply as possible. The work breakdown structure is a hierarchical listing of the tasks and achievements in the project. It is supported by work packages with all the detail, quality and process controls and estimates Predecessor network - Map the relationship of the assignments or tasks in a project to control the sequencing of activities. Using predecessor relationships give us a simulation of the project in the project software. Critical Path Analysis- used to fine-tune plans and shorten durations...a challenge every PM is faced with on every project The project planning process – Nov 18, 1999 Why is planning important? This seems like an obvious question, but I am constantly amazed at the number of corporate projects that get under way with very little advanced planning. There are a number of reasons why this is the case. In many cases, the project manager (if there is one) determines that the project scope is small, and all of the resources on the project "know what they need to do to get the job done." In other cases, a simple project plan is put together using Microsoft Project or some other tool, and the project manager calls that "planning." Unfortunately, it's been my experience that, too often, project managers don't know how to properly plan A PRIMER ON PROJECTS, PROGRAMS, AND PORTFOLIOS – Tech Republic

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http://www.techrepublic.com/article.jhtml? id=r00620011018moc01.htm&fromtm=e106-2&_requestid=303350 Where does program management end and project management begin? The answer depends on the roles assigned at your company. Project management veteran Tom Mochal explains with this look at the three P's: projects, programs, and portfolios. Create cool e-mail status reports in Microsoft Project Tech Republic Communicating with your project team members can mean the difference between success and failure. This macro for Microsoft Project allows you to e-mail a customized status report with information tailored to each member of your team Open Source: An introduction to the new programming paradigm Description: Open Source is one of IT's fastest-growing movements. TechRepublic's White Paper on Open Source will provide IT strategists and executives with a look at the software development touted as more reliable and versatile. Creating a Project Plan Keep your project under control by balancing its scope, cost, time, and quality with stakeholder expectations. By Joseph D. Launi Professor of Marketing, explain that we often end up restricting our behaviour to avoid feeling the crunch of a deadline – so what’s the catch? The professors explain that our insight into how to use these binding practices for optimal performance is less than perfect. Nonetheless, we end up doing better than when we procrastinate. PM Best Practices – Tech Republic Project management processes and techniques are used to coordinate resources to achieve predictable results. All projects need some level of project management. The question is whether the project will be managed reactively or proactively—ad-hoc or in a structured, disciplined manner. Consider these questions: Stop Promising Miracles Are the words "I need this yesterday" a frequent reminder of your poor project estimates? The Wideband Delphi team estimation method can help. By Karl Wiegers January 2000 Decide How to Decide Half the job of decision-making is deciding how to decide. Here's how to use this collaboration pattern to make successful decisions. By Ellen Gottesdiener December 2000 Scope Containment in Information Systems Projects

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"… the project manager must be constantly aware of the apparent disdain for time commitments which prevails on the part of the more theoretically inclined scientists and engineers. While this attitude is a rather deep study in itself, one part of it that must be understood is the drive for perfection that so often characterizes the professional mind. Any kind of promised delivery date inevitably involves a compromise with perfection…" The Scope Approval: The Trade Off Twinkie - PMTalk Newsletter Negotiating Project Scope – The Imprudent Project Manager – The Project Planning Session - Project Manager as Custom Tailor - PMTalk Newsletter Do you know your delivery date? Abstract: Do you know your delivery date?. Software cost estimation technology can do more than predict cost-it can predict delivery dates, option staffing rates, and maximum staffing levels. It can do more than help you select software developers-it can help you measure their performance. You can also identify risk Making an Educated Guess - April 00 Abstract: Making an Educated Guess. What does estimation mean? Having spent 30 years as an engineer and manager in the electronics and software marketplace, I thought, "Oh, that's easy! You simply guess how long it is going to take you to do this job, based on your last experience with the same or a similar job What to do when impossible project deadlines are common procedure – Tech Republic I am constantly running into projects that have a production date put out there by upper-level business management that then gets cast in stone. Then the business side can't define their requirements and continually changes the requirements until the construction phase is squeezed into an almost impossibly small time window. The dates never move. We are using a waterfall methodology with defined gates. Any ideas on managing this problem?— Introduction to Individual Readiness - Microsoft White Paper Download MS Word 357 KB Individual readiness as described by MS, is the state of an individual’s ability to successfully perform the tasks associated with the adoption of new or emerging technologies or products. For any technology adoption to be successful, the individuals in an organization must be adequately trained to plan, build, and manage the information technology (IT) solutions. "Corporate IT Will Feel More Heat in Terror Battle" - October 8, 2001 Businesses today need an executive who can manage legal and technical issues related to government acquisition and analysis of private data and communications. Computerworld expresses concern that organizations lack chief security officers with training to handle these issues. Keep Your Project on Track - April 2001 How to have less chaos, reduced cost, fewer bugs and increased schedule predictability.

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Driving Windows XP to Market – New York Times, October 29, 2001 Colleagues say Chris Jones, the Microsoft employee who led the army that designed the new Windows XP, is a good manager and leader, respected and fair. Lean Programming - May 2001 Part 1 of 2. Assembly-line production techniques apply to software, too. Organizing Chaos: Sign of the Times Spend a lot of time creating the identity of the organization - what our values are, what our mission is, what our purpose is, how we are going to act together as one. Those are agreements of how we are going to be together. You can actually get a whole team or a whole group to hold one another accountable. The team selfregulates and members call each other in a much more immediate way than a leader can ever do Looking Back, Looking Ahead - February 2001 Examining your last project can improve your next one. Nine options for improving your project management skills Many people tend to take things for granted, especially while they are young. They have a decent job that pays a decent salary. Then one day they start to realize they don't have the right background or skills to really get where they want to go. Sometimes, after you have been in the business for a number of years, you look back with regret at not being more aggressive in proactively managing your career. Vasily Mishin Dies at 84; Led Soviet Race to Moon – NY Times, October 29, 2001 Dr. Vasily P. Mishin, who helped preside over the Soviet Union's failed effort to beat the United States to the Moon, died on Oct. 10 in Moscow. Discovering the Leader in You: Survey Results Beliefs About Leadership: Readers thought it was helpful to think about their underlying belief about leadership. Most respondents thought the "Personal Vision," "Learned," and "Calling" views of leadership described their thinking about how leaders are chosen. Leading Change: The Role of Trust in Times of Transition Trust in leadership is always important, and it becomes crucial during times of transition. But how you do build trust in yourself as a leader and in the organization you represent? The Center for Creative Leadership's Kerry Bunker says, "It's just like riding a bicycle."

Project Cost and Quality Management Machine-Made Links Change the Way Minds Can Work Together NY Times, Nov 5, 2001 Modern science is accustomed to bigness. In five years, the world's most powerful particle accelerator will be in operation at the CERN physics laboratory outside Geneva. The $4 billion

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accelerator will give physicists the tools they need to search for scientific prizes like the elusive Higgs boson, a particle believed to be the origin of mass and weight in the universe DIARY OF EDWARD CHEN: BATTLING THE BUDGET The art of negotiating is a critical skill for IT managers. In the final installment of his daily diary, manager Edward Chen describes his strategy for talking about money with vendors and his own CFO. Eight Steps To Develop and Use Information Technology Performance Measures Effectively General Services Administration’s (GSA) Office of Government Policy developed this guide to help those who want to gain a further understanding of performance measurement and for those who develop and use performance measures for information technology (IT) projects. How To Make In-House IT Compete Internal IT organizations have a mandate to deliver quality products and services to their companies at a reasonable cost. However, relatively few internal organizations adopt the business-oriented viewpoint of an outsourcer. As a result, in-house IT shops are often perceived, rightly or wrongly, as less competitive and less focused on customer needs than outsourcers. Getting with the Program I used to get a big kick out of young people criticizing the stuff I liked in the early Nineties because it was "so Eighties" -- you know, things like the Cocteau Twins, Echo & the Bunnymen, and Simple Minds. Maybe that's why I got such a kick out of hearing about the new Agile Software movement recently. Just last week, I was referring to eXtreme Programming. Now, I understand that XP is as dated as an Oasis CD. It's so... Nineties. Agile programming is the new new thing A Project Win - September 1, 2001 - CIO To tackle a big IT project, J.P. Morgan Partners cuts it into small pieces and throws lots of parties.

How to Change Your Customer's Mind - May 15, 2001 - CIO This IT group used project management techniques.

IT Project Planning: Adult Supervision Required - February 15, 2001 - CIO Failing to quantify the payback of IT projects can put them - and your career - at risk.

eXtreme Programming eXperienced This article describes the experiences of one development team that has successfully adopted many of the eXtreme Programming (XP) principles and values in their development methodologies.

SCRUM – MANAGE THE PRODUCT Scrum supports empirical management of product development.

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That is to say, Scrum provides you, the manager, direct visibility into a the ongoing development of a product such that you can steer the process in real time, making tradeoff's between cost, time, quality, and functionality. Scrum allows you to take the very complex process of product development and measure and control it directly. Two types of information guide the manager using Scrum : frequent, first-hand observations, and work burn-down charts. The manager must actively, intelligently use these to stay on top of the project. There is no place for hands-off management with Scrum. META Report: How To Ensure IT Projects Boost Profits Overwhelmingly, enterprises that regularly prioritize IT projects and services by their business impact are increasing shareholder value. These businesses have determined how best to configure their organizations to meet clear business goals. Business and Technical Excellence Let's face it, e-business success requires operational excellence in both the business and technology arenas. Poor execution in either category undermines success, regardless of performance in the other category. This principle is the last point in a five-month series on the rules of e-business success The Business Case: The Hard Realities of Soft Benefits I was stunned when I first heard it. The directive came from a senior executive of a global, old-line firm in a capital-intensive industry. He was encouraging his ROI business-case developer to use soft,

Project Human Resources and Communication Management "Earned Value Project Management...An Introduction." Quentin W. Fleming and Joel M. Koppelman of Primavera Systems, Inc. use a storybook form to make the point that earned value management in its simplest form equates to fundamental project management. " 16 Critical Software Practices for Performance-Based Management by Jane T. Lochner The IDEALSM Model: A Practical Guide for Improvement IDEAL provides a usable, understandable approach to continuous improvement by outlining the steps necessary to establish a successful improvement program. Following the phases, activities, and principles of the IDEAL model has proven beneficial in many improvement efforts. The model provides a disciplined engineering approach for improvement, focuses on managing the improvement program, and establishes the foundation for a long-term improvement strategy. The model consists of five phases: "Earned Value Management from a Behavioral Perspective" by Henry C. Dubin "Earned Value Management Rediscovered!" Mr. Wayne Abba, Senior Program Analyst with OUSD(A&T)API/PM, wrote this short paper describing the origin, history and current environment of earned value management. Communications, Project Management and the Web One of the key components in every project is the team communications. Over the years this communication has taken many forms and has slowly evolved into the combination of Fax, Mail, and Phone, we use today. As projects have evolved from local to national, and now to the global arena, these forms of communications have

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begun to show their age. In many ways they are inefficient and costly and do not support a global team effort. Earned Value Project Management...An Introduction." Quentin W. Fleming and Joel M. Koppelman of Primavera Systems, Inc. use a storybook form to make the point that earned value management in its simplest form equates to fundamental project management. The Uses of Chaos Theory in Project Management: Chaos Theory, Second order Cybernetics, and Complexity Theory are all terms that attempt to describe the nonNewtonian fact that things are messy around the edges, and that the “messiness” tends to not only disrupt the linearity of a system, but over time, through the result of both negative and positive feedback, it will actually cause the system to change/adapt. Business Case Analysis: Tips and Techniques for Project Managers There was a time in the not to distant past when the only type of financial justification required for an internal Information Technology (I.T.) project was that the end-user wanted it and they would take the allocated charge back. Today, the approval of a major systems project usually entails the development of a complete business analysis backed up with detailed numbers. A further complicating factor in this change is that increasingly it is the project manager who is expected to prepare the business case without any help from Finance. Tools for the Virtual Project Manager When we discuss technologies like the Internet or Intranet, and tools such as videoconferencing or Groupware, what are we really focusing on? In essence we are discussing not tools and not technologies but enablers. These "enablers" will facilitate the successful management of projects in the virtual paradigm. However, these enablers, like tools, are only effective when they meet requirements in aiding us to meet our business and project objectives. For example, using e-mail to communicate deliverables to team members can be an effective tool but will always fall short if the team members are unable to use the application or unable to access to the mail server Scope Containment in Information Systems Projects "… the project manager must be constantly aware of the apparent disdain for time commitments which prevails on the part of the more theoretically inclined scientists and engineers. While this attitude is a rather deep study in itself, one part of it that must be understood is the drive for perfection that so often characterizes the professional mind. Any kind of promised delivery date inevitably involves a compromise with perfection…" Software Knowledge Management - Feb 99 Abstract: Software Knowledge Management Strengthening Our Community of Practice Lt. Col. Joe Jarzombek ESIP Director. When we do something together over time, we create shared practices. We learn to do what needs to be done, we learn about each other, and we develop shared ways of doing things. We form communities of Engineering Disasters . . . - Apr 98

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Abstract: Engineering Disasters . . . Norman F. Simenson Federal Aviation Administration Engineering disasters are always the result of bad management and never the result of bad engineering―or almost always. This article describes three lines of defense any manager can use to guard against bad engineering. "Program Management Process on F/A-18E/F -- New Directions." (view Powerpoint / download Powerpoint (10.3MB) / download WinZip (6.5MB) / download MS Word / view Adobe PDF) This briefing by Mr. Dick Odum is an excellent description of the trends of change and the real-life implementation of program management on a complex aircraft development program Do you know your delivery date? Abstract: Do you know your delivery date?. Software cost estimation technology can do more than predict cost-it can predict delivery dates, option staffing rates, and maximum staffing levels. It can do more than help you select software developers-it can help you measure their performance. You can also identify risk Dispelling the Process Myth: Having a Process Does Not Mean Sacrificing Agility or Creativity Many process-oriented software developers (some of whom use the CMM) think of Extreme Programming (XP) as a "seat-of-the-pants" development method. Many high-speed cutting-edge developers (whether they use XP methods or not) see CMM as a cumbersome unnecessary impediment to developing software quickly. This is the result of a myth: Software development speed must be sacrificed when following a process-disciplined approach (such as CMM). Distributed Development: Insights, Challenges, and SolutionsToday, many organizations are facing difficulties competing for new work due to a critical shortage of engineering skills. Employing the power of distributed development can increase an organization's opportunities to win new work by opening up a broader skill and product knowledge base, coupled with a deeper pool of personnel to potentially employ. Pathways to Process Maturity: The Personal Software Process and Team Software Process Moving from "what" to "how" Although the Capability Maturity Model® (CMM®) provides a powerful improvement framework, its focus is necessarily on "what" organizations should do and not "how" they should do it. This is a direct result of the CMM’s original motivation to support the Department of Defense acquisition community. The Software Community Process Maturity Profile Since 1992, the SEI has been routinely publishing a briefing on the state of software process maturity. Not only has the software community changed since that time, but the profile report has changed as well. In this article, I will describe and explain the latest profile. Process Improvement Web Sites - August 00

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Abstract: Process Improvement Web Sites. www.sei.cmu.edu/publications/documents/96.reports/96.ar.biblio.softproc.impr.html. This is a bibliography for software process improvement written by Mark C. Paulk. The bibliography lists studies and experience reports on the effects of software process improvement.

Project Risk and Procurement Management Planning for and Mitigating Risk Constructing a spreadsheet of possible risks, the likelihood of their occurrence, and potential consequences will help you plan and mitigate risk. By Warren Keuffel July 1999 IN DEPTH: HOW TO AVOID PROJECT ESTIMATION MISTAKES - Tech Republic Project estimation errors don't have to happen to you. Learn how to identify and avoid the major estimating mistakes. Strategy under uncertainty – The McKinsleyQuarterly The tools of traditional strategy—market research, value chain analysis, discounted cash flow analysis—assume a predictable course of events. But how do managers formulate strategy in a world of uncertainty? The authors present a framework for assessing the level of uncertainty that managers face and for tailoring an appropriate strategic response. How can you tell if an outsourced project is on track? Tech Republic Have you seen any best practices for ensuring that an outsourced project is progressing as it should? After talking to several of our project managers, it seems everyone has a different method for managing vendors. Manage vendors with thorough communication – Tech Republic Consider this: You’ve been hired by a high-profile client to undertake an enterprisewide project, and there are a lot of eyes watching and waiting for you to deliver. Because of several minor setbacks, things are slightly behind schedule, and then the bad news really hits—you expect further delays because your vendor sent components under the wrong specifications Standards Now Or (Lots Of) Cash Later The whole area of standards is fraught with emotion. Nearly everyone in your organization will have an opinion about what the company should do about operating systems, applications, hardware, software acquisition, services and even system development life cycles. Everyone. Even the people who have nothing to do with maintaining your computing and communications environment will have strong opinions about when everyone should move to the next version of Microsoft Office. In fact, discussions about standards often take on epic proportions with otherwise sane professionals threatening to fall on their swords if the organization doesn't move to the newest version of Windows (or Notes, or Exchange -- or whatever).

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Building Scheduling Discipline - Part 1: A Capability Framework and Initial Levels In July 1846 a group of 87 persons, now known as the Donner Party, decided to take an untested shortcut through eastern Utah in order to reach California early. The group lacked a good map and was plagued by jealous bickering. The journey was supposed to take a week, but instead took a month. They ended up snowbound high in the Sierra Nevada mountains. Critically low on food and hope, they resorted to cannibalism. Only 47 people survived the ordeal. Centralizing Project Management Support "We believe [project management] is a major enabler of good performance," says Mike Dark of Texas Instrument's Semiconductor Group. Dark is an internal product development consultant supporting a major business segment composed of five semi-autonomous businesses. TI is presently deploying a centralized project support capability in many of those businesses. The concept of an NPD project manager is taking hold as a desirable career path, and is creating demand for more knowledge, tools and techniques. Creative destruction If history is a guide, over the next quarter century no more than a third of today's major corporations will survive in an economically important way. So conclude Richard Foster and Sarah Kaplan in their best-selling book Creative Destruction: Why Companies That Are Built to Last Underperform the Market—and How to Successfully MANAGING RISK RESPONSES: File Your Flight Plan A s a frequent flyer, I know that most commercial airlines insert schedule buffers so that flights usually arrive on time. I have experienced occasions when the plane departs the gate 30 minutes later than posted and still arrives at the scheduled time. Design Management: An Oxymoron Another designer, whose thesis was that design is in danger of being subverted by the tyranny of numbers, began his presentation with two interesting quotations that he found to be mutually exclusive. The first was by Bill Hewitt (co-founder of Hewlett-Packard): "You cannot manage what you cannot measure." The second was attributed to a sign that had hung on Albert Einstein's office wall: "Not everything that counts can be counted, and not everything that can be counted counts." Making the most of uncertainty – The McKinsleyQuarterly Shape or adapt? For years, executives have regarded the question as perhaps their most fundamental strategic choice. Is it better to try to influence, or even determine, the outcome of crucial elements of an industry's structure and conduct? Or is the wiser course to scope out defensible positions? Tailoring Earned Value Management - General Guidelines by Eleanor Haupt (view/download Powerpoint - 77KB) "Technical Performance Measurement, Earned Value, and Risk Management: An Integrated Diagnostic Tool for Program Management." (view HTML / download MS Word) CDR Nick Pisano published this paper while working in PEO(A) at NAVAIR. Four Tear Approach to Earning Value

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A financial officer of Northrop Grumman’s Electronic Systems Division and a professor of accountancy discuss Northrop Grumman’s Earned Value Measurement System and how it helps meet a high degree of accountability in government contracts. Earning Value From Risk." (view HTML) (view/download powerpoint - 653KB) Ron Higuera of the Carnegie Mellon University looks at the concept of combining earned value techniques with risk management techniques to result in a method to plan and track the investments made to manage risk and their effectiveness. Earned Value as a Risk Assessment Tool." (PDF Format - 1.9MB) Lawrence E. McGovern, DSc of the OAO Corp., describes how risk management can be an effective part of earned value management. "Earned Value Management - The Cost/Schedule Control Systems Criteria and the DoD Regulatory Cost Premium: A Call To Action." Mr. Gary Christle, Deputy Director of Acquisition Management within the Office of the Under Secretary of Defense (Acquisition, Technology, & Logistics), wrote this paper addressing the regulatory cost premium of the C/SCSC as described in a recent Coopers & Lybrand/TASC study. Risk Management Rollout and Installation at the NRO Acquisition reform provides government program managers and their contractors more opportunities than ever before, but it also greatly increases risk. It is no surprise that Department of Defense (DoD) organizations face reduced resources, deplenishment of critical skills, increased congressional and public scrutiny, and a demand for streamlined operations and quality program results. The need for risk management is becoming apparent. But how? Earned Value Management and Acquisition Reform." Mr. Wayne Abba prepared this paper for use as background information for the Acquisition Reform Acceleration Day held on May 31, 1996. The paper provides an excellent summary of earned value management's history, and on-going initiatives. The Future Looks Bright - Risk Management for Project Managers Clodagh Conway, Senior Consultant with ETP, examines how a simple approach to Risk Management can make all the difference to the future of your project. "Earned Value Supports Enterprise-Wide Project Management." Michael J. Barlow, ACS, Project Management, and Major Thomas A. Klingelhoets, USAF, coauthored this paper documenting a cost effective application of the earned value methodology to multiple, "small" projects at the Arnold Engineering and Development Center. (Added 2 Jul 98) Driving Quality Through Parametrics - Nov 98 Abstract: Driving Quality Through Parametrics Daniel D. Galorath, Lee Fischman, and Karen McRitchie Galorath Incorporated, The SEER Product Developers In this article, we show how prediction models are used to improve delivered quality. We further show that if you can anticipate and plan for the factors that

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Integrating Process Simulation and Reliability Models - January 01 Abstract: Integrating Process Simulation and Reliability Models Ioana Rus Fraunhofer Center for Experimental Software Engineering James Collofello Arizona State University The problem addressed here is predicting how the reliability of a software product, as well as project cost and schedule, will be influence New CMMI Requirements for Risk Management - February 00 Abstract: New CMMI Requirements for Risk Management A new risk management process area is one of the changes proposed in the new Capability Maturity Model IntegrationÂŽ (CMMI) product suite. For some, this is long overdue in the software community; for others, this is a new and potentially difficult requirements Risk Management Web Sites - February 00 Abstract: Risk Management Web Sites. www.eas.asu.edu/riskmgmt. This is Arizona State University's (ASU's) software risk management home page. Links include an introduction to software risk management, risk identification questionnaire, and a risk management expert system.www.infc.ulst.ac.uk/informatics/ise/se/re/serum.html.

Do you know your delivery date? Abstract: Do you know your delivery date?. Software cost estimation technology can do more than predict cost-it can predict delivery dates, option staffing rates, and maximum staffing levels. It can do more than help you select software developers-it can help you measure their performance. You can also identify risk Making an Educated Guess - April 00 Abstract: Making an Educated Guess. What does estimation mean? Having spent 30 years as an engineer and manager in the electronics and software marketplace, I thought, "Oh, that's easy! You simply guess how long it is going to take you to do this job, based on your last experience with the same or a similar job

Cost Estimation Web Sites - April 00 Abstract: Cost Estimation Web Sites. http:www.computer.org/tse/ts1997/e0485abs.htm. This site connects to a paper written by members of the Institute of Electrical and Electronics Engineers. The authors propose the use of a model they say considerably improves early prediction over the Putnam model An analyst Risk Management Paradigm The SEI Risk Management paradigm is depicted below. The paradigm illustrates a set of functions that are identified as continuous activities through the life cycle of a project. The Relationship Between the SEI's CMM Levels and Source Selection

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Joseph Lewis Aguirre

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Abstract: The Relationship Between the SEI's CMM Levels and Source Selection. Maj. George A. Newberry, USAF. Editor's Note: Maj. George A. Newberry is the software acquisition manager in the Deputy Assistant Secretary of the Air Force office for science, technology, and engineering, Software Engineering Division. How can you tell if an outsourced project is on track? Tech Republic Have you seen any best practices for ensuring that an outsourced project is progressing as it should? After talking to several of our project managers, it seems everyone has a different method for managing vendors. Software Acquisition Management Best Practices Acquisition management practices requires a process infrastructure and supports elements essential for successful performance in a dynamic environment. Process Maturity Pays Off in Many Ways - May 99 Abstract: Process Maturity Pays Off in Many Ways Daniel J. Wynn Chief, Software Engineering Division, Ogden Air Logistics Center Acquisition Reform May Resemble Madness, but the Method is Real - November 00 Abstract: Acquisition Reform May Resemble Madness, but the Method is Real Jim Belford Science Applications International Corp. Acquisition reform opens the door to innovative thinking and creative teamwork. Leaders have taken advantage of this in ways that at first glance appear drastically different from the The Capability Maturity Model: A Summary - May 99 Abstract: The Capability Maturity Model: A Summary. CONTINUOUS process improvement is based on many small, evolutionary steps rather than revolutionary innovations. The Capability Maturity Model® (CMM® provides a framework for organizing these evolutionary steps into five maturity levels that lay successive foundations for con

Putting all Together Strategy under uncertainty – The McKinsleyQuarterly The tools of traditional strategy—market research, value chain analysis, discounted cash flow analysis—assume a predictable course of events. But how do managers formulate strategy in a world of uncertainty? The authors present a framework for assessing the level of uncertainty that managers face and for tailoring an appropriate strategic response. Design for E-Projects A Manifesto for Design Reuse – Cutter, August 6, 2001 Author Tom Bragg believes that projects that involve complex graphical software and Internet-working technologies require a different approach to design if the software is to be delivered quickly and with few defects. Writes Bragg, "Through a technique called adaptive reuse, we can develop general solutions to recurring requirements, which we then can adapt to the specifics of the system at hand. " AGILE Development: A Tale of Two Cooks

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Joseph Lewis Aguirre

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I am not a confident cook, and meals like Thanksgiving tend to make me neurotic. My approach at big dinners is similar to my old approach to large, complex projects: write down everything I want to make, assemble all the ingredients, orchestrate an appropriate set of dependencies (what needs to come out of the oven first?) and then implement with the goal that everything be hot, on the table and hopefully edible, all at the same time. Project management: A successful project from start to finish Oct 27, 1999 Elaine Cherry Wood Even a one-person project requires the expertise, information, and support of others within the organization. Many projects involve innovative forms of work and unusual work patterns that will demand creative utilization of time, talents, and resources. The large-scope project usually requires bringing together a multidisciplinary group of people with varied skills, areas of expertise, and roles in the organization The Process Improvement Notebook (PIN) by Amy Culbertson, Archester Houston, Debbie Faast, Michael White, Monica Aguirre, and Carol Behr PIN.PDF 491 KB & PINFORMS.PDF 254 KB In the past, teams have struggled with how best to document process improvement efforts. What should a team charter look like? How should data about customers be recorded? Data about products and services? Quality characteristics and their measures? How should the outcome of using specific tools such as the cause-andeffect diagram be documented? What about outcome and output measures? Process measures? Information about special and common causes? Development of an implementation plan? And what about assessing team dynamics? Secrets of Successful Project Management Managing software projects is difficult under the best circumstances. Unfortunately, many new project managers receive virtually no job training. Here are 20 tips for success. By Karl Wiegers September 1999 Join the Revolution Discovering there was more to repeatable processes than simple version control led this team to success. By Lisa J. Roberts Looking Back, Looking Ahead Examining your last project can improve your next one. By Karl Wiegers and Johanna Rothman January 2001 Earned Value Analysis Plain and Simple

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Joseph Lewis Aguirre

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CHANGE & INNOVATION: Use the Best, Leave the Rest: New Technologies in Turbulent Times Identifying, adopting, and exploiting new technologies is a critical part of any firm's organizational learning, and ultimately, its survival. In today's fast-paced world, this is a difficult process that raises numerous questions: When should a firm abandon familiar technologies for ones unknown? How does limited information or others' opinions affect the decision? And what difference do network structures make on innovation adaptation? Andrea Masini and Professor Michael Pich offer some answers. Just Too Much To Do Is your team unable to keep up with customer demands? By Karl Wiegers July 2000 2,000 Ways to Shine The Software Engineering Institute's process improvement meeting is a must-see. By Victor Stachura May 2000 Programmers abroad: A primer on offshore software development The McKinsey Quarterly, 2001 Number 2 Developing software in foreign lands can save time and money—but only if companies do it right.

Making the most of uncertainty The McKinsey Quarterly, 2001 Number 4 In extremely uncertain environments, shaping strategies may deliver higher returns, with lower risk, than they do in less uncertain times PEOPLE & LEADERSHIP: Who's Helping Whom, and Why? A Comparison of American and Indian Software Engineers Why do people help one another at work? Is it a form of egoism or of altruism? In this working paper, Professors Leslie Perlow and John R. Weeks investigate helping in Indian and American software firms, considering both the motivations behind the action as well as the contexts in which it occurs. Their results may surprise you. A hard and soft look at IT investments The McKinsey Quarterly, 1998 Number 1 It’s getting tougher and tougher to calculate costs and estimate benefits. No methodology can substitute for judgment. A new approach: total value of ownership.

Personal Process Management You don’t need an official sanction to tune up your own engineering savvy. By Karl Wiegers

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Joseph Lewis Aguirre

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February 2000 Lost in Chaos: Chronology of a Failure On the surface, the ingredients for success were there: an enthusiastic and capable team, a competent manager and proper funding. So why was the project a disaster? By Steve Adolph Global R&D project management and organization: a taxonomy Vittorio Chiesa (JPIM : vol 17 iss 5 September, pp. 341-359): abstract: This work studies the management and organization of global R&D projects, i.e. projects leading to innovations to be exploited in multiple countries. It provides a taxonomy of how firms conduct such projects. The empirical base is composed of twelve multinational companies, from the three major areas (Europe, Japan, North America), operating technology-intensive businesses. Escaping the IT abyss The McKinsey Quarterly, 1997 Number 4 Like it or not, you should know the truth about your investment in information technology. It’s also time to face facts about how your organization made these expensive decisions. Then put the business side on the hook to deliver results. Communication flows in international product innovation teams Rudy K. Moenaert, Filip Caeldries, Annouk Lievens and Elke Wauters (JPIM : vol 17 iss 5 September, pp. 360-377) Abstract: Recently, we have witnessed a strong growth in the internationalization of many firms' product development activities. However, the lack of attention devoted by scientific research to the management of international innovation contrasts sharply with the importance attached to it as a cornerstone of international business success. Perspectives on roadmaps: how organizations talk about the future Thomas A. Kappel (JPIM : vol 18 iss 1 November, pp. 39-50. Abstract: Roadmaps, in the traditional sense, are concerned mostly with space and position. In the way that industrial and public research institutions use the term, though, roadmaps reveal the time dimension of technological progress. Attackers Could Shut Internet Down A concerted attack on key computer systems by hackers or terrorists could crash the entire Internet, according to several participants in an emergency meeting of ICANN, the Internet Corporation for Assigned Names and Numbers. Security: Talk, Not Action Companies across the United States and in Europe recognize the need to safeguard their computer systems and prevent security breaches, but are still not doing a very good job of actually implementing the needed security measures, according to KPMG. The Paris guide to IT architecture The McKinsey Quarterly, 2000 Number 3

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City planners try to preserve viable old assets, to replace outmoded assets, and to add new assets—all in the context of an infrastructure linking them coherently. IT developers have a good deal to learn from that approach.

Conceptualising the Innovation Process to Fit Virtual Reality (pdf format)

Knowledge Management Systems Assessment: a Conceptual Framework and a Methodological Proposal

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Joseph Lewis Aguirre

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Microsoft Tutorials – For Future Reference http://office.microsoft.com/assistance/2000/ALproject.aspx · Collaborative Tracking with Microsoft Project Central · Comparing Project Versions in Microsoft Project 2000 · Creating Calendars for Tasks in Microsoft Project 2000 · Deploy Microsoft Project 2000/Project Central Internationally · Developing Microsoft Project and Project Management Skills · Grouping Tasks or Resources with Microsoft Project 2000 · Incorporating Material Resources with Microsoft Project 2000 · Increasing the Usefulness of Microsoft Project 2000 Data · Microsoft Project 2000: Displaying Costs in Multiple Currencies · Microsoft Project 98/2000: Introduction to Earned Value Analysis · Microsoft Project Central · Microsoft Project Central Language Packs: Setup Information · Microsoft Project: Assessing and Managing Risks · Microsoft Project: The Project Triangle · Microsoft Team Manager to Microsoft Project 2000 Conversion · Migrating from Microsoft Team Manager to Microsoft Project 2000 · Scheduling in Microsoft Project 98/2000 · Sharing Custom Elements in Microsoft Project 2000/98 Files · Sharing Files in a Mixed Microsoft Project 98/2000 Environment · Status Reporting with Microsoft Project Central · The Residential Construction Template in Microsoft Project 2000 · Tracking Progress in Microsoft Project 98/2000 · Using Custom Outline Codes in Microsoft Project 2000

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Joseph Lewis Aguirre

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Glossary

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Project Management Truisms SCOPE

• • •

Nothing is impossible for the person who doesn't have to do it At the heart of every large project is a small project trying to get out. The most valuable and least used WORD in a project manager's vocabulary is "NO".

TIME

• • • • •

The same work under the same conditions will be estimated differently by ten different estimators or by one estimator at ten different times. Any project can be estimated accurately (once it's completed). You can con a sucker into committing to an impossible deadline, but you cannot con him into meeting it. The more you plan the luckier you get. If you fail to plan you are planning to fail.

QUALITY A change freeze is like the abominable snowman: it is a myth and would anyway melt when heat is applied. COST

• •

Murphy is alive and well - and working on your project. The more desperate the situation the more optimistic the situate

HUMAN RESOURCES • If you don't stand for something, you'll fall for anything. • Too few people on a project can't solve the problems - too many create more problems than they solve • It is better to be short a bad programmer than to add a good one. COMMUNICATION • If it looks like a duck, walks like a duck and quacks like a duck, it probably is a duck. • A user will tell you anything you ask about, but nothing more. • Of several possible interpretations of a communication, the least convenient is the correct one RISK

• • • •

If you don't attack the risks, the risks will attack you. What you don't know hurts you. The most valuable and least used PHRASE in a project manager's vocabulary is "I don't know". Murphy is alive and well - and working on your project.

PROCUREMENT The conditions attached to a promise are forgotten, only the promise is remembered. LEADERSHIP • A problem shared is a buck passed.

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If you can keep your head while all about you are losing theirs, you haven't understood the plan. There are no good project managers - only lucky ones.

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Internet Links

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The Littel Red Book Of Project Management  

A summary of what project management is all about

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