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