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PROJECT
PERFORMANCE MANAGEMENT
Improving
Measurement Plans from Multiple Dimensions : Exercising
with Balancing Multiple Dimensions BMP
Luigi Buglione and Alain Abran
"Tracking
& Control" activities in software projects are most
often based, in industry, on just twodimensions of
analysis: Time and cost. Most often, `tracking & control
excludes other dimensions (such as quality, risks and
impact on society, stakeholders viewpoint in a broader
sense) taken into account in Performance Management
models such as EFQM or the Malcolm Baldridge model.
How can balancing those multiple concurrent control
mechanisms across several dimensions of analysis be
done? Balancing Multiple Perspective (BMPs) is a procedure
designed to help project managers choose a set of project
indicators from several concurrent viewpoints.
©
2005 Luigi Buglione and Alain Abran. Reprinted with
permission.
EARNED
VALUE MANAGEMENT
Facilitating
Earned Value Management and Knowledge Sharing through
the Web
Ed Pailen
Earned
Value Management (EVM) is a methodology, which helps
formalize processes and measure progress against organizational
goals more efficiently. In order to implement EVM, an
organization requires a set of processes to gather reliable
data with regard to project progress. The web can act
as a medium to foster collaboration and understanding
of EVM thereby enabling the flow of information in an
accurate and timely manner.
©
19942006 Pcubed (www.pcubed.com). First published in
September 2005. Reprinted with permission. © 19942006
Pcubed (www.pcubed.com). First published in September
2005. Reprinted with permission.
COVER
STORY
Defining
and Implementing Metrics for Project Risk Reduction
Tom Kendrick
Effective
project risk management, like project management on
the whole, depends on measurement. This article explores
the use of three types of project metrics: Predictive,
Diagnostic and Retrospective metrics. Following a survey
that includes representative metrics in each of these
categories, you will find tips for defining a system
of useful project measures to improve your risk management.
Building your basic set of metrics need not be difficult,
and it can make a difference between project success
and failure.
©
2005 Tom Kendrick.
PROJECT
QUALITY MANAGEMENT
Planning
for Success with TSP
Mukesh Jain
Today, the global competitive marketplace demands
the best of everythingbest quality, reduced costs and
a perfect schedule. Multinational companies have options
to choose between countries, and it becomes a challenge
for everybody to stay competitive to get more business.
With more and more companies going global, geographicallydistributed
teams, cultural difference, attrition, etc., add to
the challenge. Team Software Process (TSP) is one of
the ways to move towards becoming "better, faster and
cheaper". This article gives details as to how TSP techniques
can be followed to overcome some of the challenges of
consistently delivering highquality product within
the budget in the global model and plan the right thing,
do the right thing and expect the right thing every
time.
©
2006 IUP . All Rights Reserved
SOFTWARE
PROJECT MANAGEMENT
Software
Project Testing : The Decisive Phase of SDLC
JG Sheshasaayee and E Naveen Kumar
Software
Project Testing is one of the decisive phases of Software
Development Life Cycle, and it is a process of exercising
a program with a specific intent of finding errors prior
to delivery to the enduser who exists independently.
Testing is not the only activity that takes place after
code implementation, but is part of each stage of the
life cycle. It is a never ending process and continues
for the entire lifetime of the system and it always
tries to achieve a striking balance between the benefits
of finding errors and the (people and hardware) costs
of testing. This article provides a general overview
to software testing and also features a typical test
plan and its procedure highlighting the types of testing
and best practices to improve software testing.
©
2006 IUP . All Rights Reserved
PROJECT
MANAGEMENT MATURITY
An
Assessment of Software Project Management Maturity in
Mauritius
Aneerav Sukhoo, Andries Barnard, Mariki M Eloff,
and John A Van der Poll
Adopting
a Software Project Management Methodology requires sufficient
time, adequate financial support and skilled human resources
in order to start with a comprehensive methodology.
It is, however, often more appropriate to use a maturity
model so as to progress from one maturity level to the
next. Assessment of the maturity level of an organization
provides a good benchmark to rate the success of its
operations.
©
2005 The Informing Science Institute. This article first
appeared in Issues in Informing Science and Information
Technology Journal (www.iisit.org). Reprinted with permission.
© 2005 The Informing Science Institute. This article
first appeared in Issues in Informing Science and Information
Technology Journal (www.iisit.org). Reprinted with permission.
BOOK
REVIEW
Enterprise
Project Management : An Introduction
Y Chandra Sekhar
Organizations
pursue different strategic objectives and to achieve
those, take up projects that are handled individually
or collectively by themselves. Pursuing different projects
with different objectives does not necessarily translate
into achievement of organizational objectives. Majority
of the times, the objective of the organization is not
achieved because of focus on multiple projects with
equality promising benefits. Managing individual projects
does not provide a holistic picture of the projects
pursued and thus may lead to confusion and failure.
For improving the success rate of the projects an integrated
approach that provides the bigger picture is required.
This is where the concept of Enterprise Project Management
(EPM) assumes importance.
© 2006 IUP . All Rights Reserved
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