Showing posts with label Project. Show all posts
Showing posts with label Project. Show all posts

Tuesday, February 5, 2013

Top 7 Delivery problems in IT Projects

Top 7 Delivery problems in IT Projects


1. Not Enough time

Whether it’s a misunderstanding of the complexity of computer system designs or some other reason, many times little time is devoted to gathering the necessary data. Because this is one of the first steps in the process, when adequate time isn’t given to data collection, everything else suffers.
Likewise, enough time is rarely allotted to creating a good design. While the planning stage may not offer the excitement that development does, it is equally, if not more, important. Lack of planning in the design phase almost always leads to ongoing changes during the development phase. When this happens, budget dollars and man-hours are eaten away.

2. Open the lines of Communication

It sounds like a cliché, but communication is absolutely vital to the success of any project. The communication between the development team and the users, and also the communication inside the development team must be crystal clear. Does everyone understand you? Do they know exactly what’s expected of them or have you assumed they know? Do they communicate well with each other? With users? With other departments?

3. Testing a new program in Production Server

Testing in the production server leads to a breach of security, which can lead to “immediate” release without testing which can ultimately disrupt the production environment.

4. Inadequate Testing

Experience and studies show that testing is almost always pushed to the end of the development cycle. Since the development is usually bad, the testers run out of time. The result? Running over schedule and over budget. Not to mention the release of an inadequate product.

5. Pressing the button too tight

When you have unrealistic goals for a project’s budget to start with, chaos is bound to set in. Departments fall behind, resources are slow to arrive, and – because of budget constraints – the project, once again, runs off the road.

6. Never/Rarely checking the progress of the project

As the project goes along, the unexpected happens. Various people implement their ideas as to how to fix these challenges and – when launch day comes – you’re surprised with an entire list of challenges that need your immediate attention.

7. Not reviewing existing standards

Do most or all of your projects run late and over budget? Do you keep the same standards in place time after time? How’s that working for you? If you keep doing what you’re doing, you’ll keep getting what you get. Let’s face it, things change, and if you want to keep pace, you have to change, too.

Wednesday, February 2, 2011

Project Delivery Management

There are very basic simple steps for Project Delivery Management!

(1) Build the team right, at whatever costs. It is an investment, that takes you a long way!
(2) Dont take the advice from team members lightly, they are the future leaders, who might see something special.
(3) Communication is the basic stuff anyone looks for. Either with team or client, be clear. Dont hide anything.
(4) Take ownership. Dont have anyone do it for you, as you are supposed to be in control. Rain or Shine.
(5) Good team that performs, are built over a long term. Dont expect success in short term. Make them perform at least one year to get the best results.
(6) Family members of the team are crucial. Dont make the team overwork. Give them work life balance. Dont make them work your fancied work times.
(7) Look at the overall business scenario, over the last year - quarter on quarter basis - to make informed investments. Decisions should not be based on knee jerk reactions.












Saturday, November 28, 2009

Project Management Control Systems

Project management control systems are the modern tools for managing project scope, cost and schedule. They are based on carefully defined process and document controls, metrics, performance indicators and forecasting with capability to reveal trends toward cost overrun and/or schedule slippage. Identifying those trends early makes them more amenable to successful management.

Traditionally, management systems have utilized data about planned and actual costs. Modern systems further incorporate, in their analysis of projects and tasks, the monetary value earned for actual work accomplished.
  1. They analyze the Planned Value of work scheduled (PV),
  2. Actual Cost of work performed (AC),
  3. and Earned Value of work performed (EV).

Forecasting includes cumulative and incremental trends in key indicators such as the

  • Estimate at Completion (AC + Estimate to Complete),
  • Cost Variance (EV – AC),
  • Schedule Variance (EV – PV),
  • Cost Performance Index (EV/AC),
  • and Schedule Performance Index (EV/PV).

Earned Value Management (EVM) is a systematic approach to the integration and measurement of cost, schedule and scope accomplishments on a project or task, providing managers the ability to examine cost data in the context of detailed schedule information and critical program and technical milestones.

EVM systems are in use by IT service providers, leading project delivery contractors in commercial industry and government service. ( works in any sphere )

***

Nothing is perfect in this world of chaos.

So to bring orderliness, something has to be scratched from bottom up.

Every step of the way in any development or project completion gets monitored and reported.

It gives a sense of feeling while work gets done.

The guy who monitors - Program Manager ( multiple projects ) or Project Manager ( single project ) with tons of resources should be using various learned tools, gained experience, of the scope of the project.

Project Management Control Systems

Project management control systems are the modern tools for managing project scope, cost and schedule. They are based on carefully defined process and document controls, metrics, performance indicators and forecasting with capability to reveal trends toward cost overrun and/or schedule slippage. Identifying those trends early makes them more amenable to successful management.

Traditionally, management systems have utilized data about planned and actual costs. Modern systems further incorporate, in their analysis of projects and tasks, the monetary value earned for actual work accomplished.
  1. They analyze the Planned Value of work scheduled (PV),
  2. Actual Cost of work performed (AC),
  3. and Earned Value of work performed (EV).

Forecasting includes cumulative and incremental trends in key indicators such as the

  • Estimate at Completion (AC + Estimate to Complete),
  • Cost Variance (EV – AC),
  • Schedule Variance (EV – PV),
  • Cost Performance Index (EV/AC),
  • and Schedule Performance Index (EV/PV).

Earned Value Management (EVM) is a systematic approach to the integration and measurement of cost, schedule and scope accomplishments on a project or task, providing managers the ability to examine cost data in the context of detailed schedule information and critical program and technical milestones.

EVM systems are in use by IT service providers, leading project delivery contractors in commercial industry and government service. ( works in any sphere )

***

Nothing is perfect in this world of chaos.

So to bring orderliness, something has to be scratched from bottom up.

Every step of the way in any development or project completion gets monitored and reported.

It gives a sense of feeling while work gets done.

The guy who monitors - Program Manager ( multiple projects ) or Project Manager ( single project ) with tons of resources should be using various learned tools, gained experience, of the scope of the project.