| Where is our success? Although there have | | | | - Rapid Application Development/Joint |
| been improvements,over 60% of projects | | | | Application |
| programs failed and many were canceled in | | | | |
| | | | Development (RAD/JAD) |
| 2003 (ref:The Standish Report CHAOS)! Our | | | | |
| goal for 2004 andbeyond is to contribute to a | | | | - Prototypes and Mockups |
| 60% and better, project/programsuccess rate! | | | | |
| STOP THE MADNESS-MANAGE AND CONTROL PROJECTS | | | | - Interviews and Facilitated Sessions |
| | | | |
| WITH THE FOLLOWING: | | | | - Collaboration |
| | | | |
| Best Practice Processes for Project/Program | | | | - Selection of technical and project reviews |
| Success(Outline): | | | | |
| | | | - Selection of development and support tools |
| 1. Program/Project Management (and Business | | | | andapplications |
| Management) | | | | |
| | | | 3. Configuration Management (Integration |
| (Integration) | | | | Scope/Control) |
| | | | |
| - Use of Experience and Knowledge | | | | (described in the book "Software and Firmware |
| (Integration) | | | | |
| | | | Configuration Management", subtitled |
| - Planning and Scheduling/WBS (Scope/Time | | | | "Management Controland Quality".) |
| Cost) | | | | |
| | | | - Configuration Identification |
| - Communication Planning (Communication) | | | | |
| | | | - Configuration Control - Software |
| - Status & Earned Value Reporting | | | | Application, |
| (Communication) | | | | |
| | | | Firmware (Embedded Software, and Systems) |
| - Performance (metrics) Reporting | | | | |
| (Communication) | | | | - Configuration Status Accounting |
| | | | |
| - Risks Identification and Management (Risks) | | | | - Configuration Audits |
| | | | |
| - Project Repository/DB (Communication | | | | 4. Quality Assurance (Integration/Quality |
| Lessons | | | | Control) |
| | | | |
| Learned/Knowledge Transfer) | | | | - Verification |
| | | | |
| - Change Management (Integration) | | | | - Validation |
| | | | |
| - Subcontractor/Vendor Control (Procurement) | | | | - Testing |
| | | | |
| - Team Building (Human Resource) | | | | Some of the organizations that support these |
| | | | practices andcertifications for their |
| 2. Development Process (Integration/Solution | | | | professional knowledge recognized inmany |
| Scope) | | | | industries are: Project Management Institute |
| | | | (PMI) , |
| - Selection of the appropriate model | | | | |
| technique | | | | American Management Association (AMA), |
| | | | Software Engineering |
| (e.g., Interactive, Waterfall, Spiral, | | | | |
| Evolutionary | | | | Institute (SEI), Electronic Industries |
| | | | Association (EIA), |
| Object Oriented, Structured) | | | | |
| | | | Institute of Electrical and Electronic |
| - Selection of the appropriate | | | | Engineers (IEEE), |
| implementationmethodology (e.g., MSF, RUP, | | | | |
| GXP, DOD-STD 2167 andother standards) | | | | International Organization for |
| | | | Standardization (ISO), and the |
| - Selection, if required, to use Rapid | | | | |
| Development | | | | Department of Defense (DOD). |
| | | | |