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PERSPECTIVE
The Value of Lessons Learned: The Art of Good Project Closure
-- Peter Taylor
Welcome back to the world of `Productive Laziness', a world that will help you focus on what really matters
and still deliver the results that you and your sponsor demand. This article explores the often forgotten part of
the project, the very end, the point in time that is usually rushed or ignored in favor of far more attractive offerings
in the shape of `the next big project'. However, this is a point in time for one last effort, to make life easier in
the future.
© 2009 Peter Taylor. All Rights Reserved.
SOFTWARE PROJECTS
Software Projects:
Role of a Code Reviewer
-- Srinivas V Josyula
As the global economy goes through arguably its worst ever crisis, the onus is on software firms to deliver
projects free of defects, thus saving hundreds and thousands of dollars on rectification. The importance of thorough
code reviews cannot be over emphasized to ensure that the code is delivered, with very minimal or zero defects.
Given this scenario, the role of a "good" code reviewer is significant. The article takes a critical look at the role of a
code reviewer and the challenges a project manager faces in identifying "good" reviewers. The article also looks at
the best possible practices to ensure quality delivery of software projects.
© 2009 IUP. All Rights Reserved.
PROJECT ENVIRONMENT
Program Management Diversity: Opportunity or Problem?
-- Alan Stretton
There are many diverse understandings of the nature of programs, major projects, complex projects, etc., in
the literature. Some of the most prominent of these are discussed, and a potentially controversial choice to use
the descriptor `programs' to include very large and/or complex projects is adopted in this article.
Literature on program management is both diverse, and widely dispersed over a great variety of publications. It
is noted that there appears to be a dearth of materials which aggregate and/or summarize program processes
and/or practices relating to individual application areas.
© 2009 Alan Stretton. This article was originally published in June 2009 issue of PM World Today (www.pmworldtoday.net). Reprinted with permission.
PROJECT TOOLS
Virtual Reality: Role in Construction Project Management
-- Faisal Manzoor Arain
Information technology has become strongly established as a supporting tool for many professional tasks in
the recent years. Virtual Reality (VR) simulations provide powerful teaching tools that can help learners
digest complex concepts and retain them long after the session has ended. VR simulation is a natural concept
for inclusion in construction engineering education. It eliminates the risks and costs associated with the real
world, whilst enabling people to gain many professional experiences. This article sets the foundation for
future research, focusing on developing VR simulations and games for teaching design and construction processes of
a building project.
© 2009 IUP. All Rights Reserved.
COVER STORY
Performance Management Models in the Project Management Domain
-- Luigi Buglione
While dealing with projects, a frequent assertion is that certain projects achieve better performance
than others. However, in order to make valid and effective benchmarks, the assessment criteria against which
such evaluations are done need to be spelt out, and any possible doubts about glossary need to be clarified.
Thus, how can `performance' be defined and how can it be measured? This article presents a logical path for
properly defining and using the concept of `performance' from a process improvement viewpoint, proposing
a customization of one of such models for the Project Management domain, the IPMA Project Excellence
(PE) Model.
© 2009 IUP. All Rights Reserved.
PROJECT SCOPE
Defining the Detailed Scope: How and Where Do You Find Requirements?
-- Jamal Moustafaev
The article focuses on the post-project charter iteration of scope definition that happens some time after the
sign-off of the project charter but before the technical team members start working on the final designs, blueprints
and bills of materials. The article starts with a discussion of possible sources of requirements including customers,
clients and product end-users as well as various secondary stakeholder groups. An analysis of various reasons for
the stakeholder neglect and possible impacts on the project timeline and budgets is also provided. In addition,
the document discusses various types of requirements and questions to be asked when eliciting project scope.
© 2009 Jamal Moustafaev & Thinktank Consulting Inc. Reprinted with Permission.
PROJECT TOOLS
Using Multiple Project Management Frameworks
-- Radhika G Janardanan
Large, medium or small, each project is significant and needs management across all phases in the
software development lifecycle. Most of the projects adopt or blend frameworks, which are necessary to get the
best output. Here is an example of a project, where the requirements were prioritized using the Product
Backlog and the Sprints were implemented for a maximum duration of 4-6 weeks. For each Sprint, the task
was estimated using the personal software process-based estimation technique for size and effort. Every
artifact had a quality measure, which was being tracked as part of the execution. Reviews and formal inspections
were also included as part of the Sprint. The combination of planned activities as part of agile process is novel
by itself and one needs to understand the variation and adopt, accordingly.
© 2009 IUP. All Rights Reserved.
RISK MANAGEMENT
Development Projects: Managing the Risks That Matter
-- S Bhaskaran
Business managers, who initiate and fund projects, can normally define quite clearly what the objectives of
the project are and when it is deemed to be a success. In addition to quality, these typically may imply one or
more of the attributes of cost, schedule, and scope. However, Project Managers (PMs) typically ignore these
"Key Success Factors (KSFs)" of a project, when managing it. PMs typically work towards ensuring a bunch
of deliverables. While no project is complete without delivering the envisaged product, there are
important differences in approach, when managing to the KSFs of a Project.
© 2009 IUP. All Rights Reserved.
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