This blog is a membership based discussion forum on Project Management, Software Quality, CMMI® for development, ISMS and associated subjects. It provides a common platform for our training participants and others to share views and obtain expert opinion on issues related to above subjects. Also, it is used by QualityMentors training participants to upload their personal details in a secured manner in line to the guidelines laid down in ISO/IEC 17024:2003. This blog draws its strength from its members who are welcome to share professional and personal experiences, comments, articles and reference links to make it a preferred knowledge repository for their collective use. It encourages fact based decision making as an success enabler for projects in member organizations.
Meena Sharma has written to me about a situation in one of the companies she knows. She says: “A company has a software product. The product was being customized for individual customers and implemented by the delivery team. Now the company wants the implementation work right from gap analysis to final delivery done by the implementation partners instead of their own resources. What new processes will have to be evolved and implemented in this changed scenario ?
Under the circumstances you explained, I don’t think the company need to have any additional processes. If I understood your problem correctly, the situation is simple. This company’s project delivery processes have to be effectively transferred to selected implementation partners. This is to be done so effectively that the partners’ team works just like your own team. This will need a series of trainings right from your mission, vision, policies, core values, quality processes, measurement framework and finally the project delivery processes. Same monitoring and control processes will now be applicable to the employees from the partners through their project managers. Monthly (or at whatever frequency) project progress reports should flow from the partners’ implementation team to company’s delivery management and PMO.
Only additional process steps I can envisage is about signing a non-disclosure agreement between your company and each of your partner employees and a performance appraisal for them- based on their performance in the projects.
Don’t forget, the onus of delivery within customer specified quality, cost and schedule parameters still remains with the company and not with their implementation partners. Your monitoring and control mechanism should be able to match this expectation under the new circumstances. Any risks anticipated on account of the said partnership must be identified and processes as per company’s existing processes…
I will welcome any clarifications on this issues.
This article presents physical security steps to be enforced in an organization to achieve effective information security. It has been published in the SEI Repository.
An interesting and informative article from Ribhu Lavania on project monitoring and control. Click here:
Thomas Swider, Project Manager of CAI University talks about a new course being launched by them. The course title is ‘Successful Project Management with CMMI(R)-Dev,V 1.3 and it is authored by Ribhu Lavania. Read on…
This is the response to AKM Desai’s posting of March 31.
Since you say that this old project is nearing its completion, I presume that it must be having some level of control on its work products, and that practice has allowed it to reach its final stages. All the intermediate deliverables, software code, executable files and so on must have evolved in some manner and the project team must be having a system to establish and maintain its work in a defined, and planned fashion. If that is true, CM is being applied to this project. Generally speaking, project management should decide which work products should be subjected to CM and the extent of control on them.
Having said that, there may be a good reason for the project to use a suitable CM Tool for maintaining the integrity of its work products by using a CM Tool. The selected tool will mitigate the increasing risk of project loosing its work products in its final phase and increase the success rate by providing only the desired versions of intermediate work products for final product build. However, if I were the management, I would have left the decision to the Project Manager.
In any case, just bringing in the CM Tool for satisfying the appraisal team is not recommended. CMMI or other quality frameworks don’t impose the use of a CM Tool. Project Management has to take a call. If the PM is satisfied and has good reasons for not using a tool, it should be acceptable to the appraisal team. Anything important enough to maintain its integrity must be subjected to CM practices.
People feel Agile is some rocket science which does not need processes. Totally false. A formal CM in agile environment is much more important to support frequent changes the agile project undergoes. So if the project in question is an agile project, a CM Tool should have been necessary for it.
I have been asked by my organization to work on a Global Resource Management process. The objective is to clearly define the hiring process and also to streamline the current internal resource management activties.
At this point in time, visibility into utilization figures, adequacy of staff, skill set availability is low and fragmented. All this needs to be worked on and streamlined.
As this is virgin territory for me, i would appreciate any help on how i should go about tackling this project.
The current steps that i am taking are in this order:
1. Creating a topography of all available resources.
2. Creating a Skill Set inventory
3. Getting information regarding utilization of resources based on Billable / Non – Billable resources.
4. Understanding current leveraging patterns across projects for available resources
5. Obtaining Bench Strength information.
6. Obtaining information on new projects in the pipeline, estimated resource requirements.
7. Creating an annual forecast based on the above.
This will go along with developing the process for recruitment.
Please do let me know if this approach makes sense. Please feel free to dispute everything that i may have mentioned here since i may be completely off tangent.
Awaiting your responses.
I would like to understand as to whether there are any benchmarks / pointers available on adequate sizing of an organization’s QA team. What i am driving at is as to whether there is a methodology to figuring out how many QA resources would be required per FTE (Full Time Eqvivalent) resources.
I know there could be ambiguity with respect to type of projects / technology etc but any guidelines or published metrics would be of great assistance.
We are an ISO 9001:2008 organization engaged in software development and maintenance. I don’t find ‘Risk Management’ anywhere in ISO 9001 while it is so important for software projects.
Can someone help?
This article was first published in the SEI (Software Engineering Institute) Repository. It places significant importance on raising the ‘competency’ of trainees rather than just providing them the subject matter details. So, number of years of experience and/ or qualifications do not matter as much as the ‘competency’ acquired through training, mentoring and hard work. ‘Competent’ people in a project lead it to success.You will find this article quite interesting. Read on…