January 25, 2009
Function POint White Paper
Function point counting is becoming more popular. This white paper by an experienced function point counter gives some tips for those less experienced in function point counting.Read the paper at http://www.projectperfect.com.au/white-paper-improving-accuracy-of-function-point-counts.php
November 21, 2008
White Paper on Testing and Defect Prevention
Recent software development models show how the testing activities relate to the development activities. This paper describes the 7 “S” of defect occurrence. Results of a case study are analyzed before and after implementation of 7 “S” for an improvement in defect detection.Read the white paper at http://www.projectperfect.com.au/white-paper-cause-of-defect-occurance.php
October 20, 2008
Other Scheduling Software
Most of the world uses Microsoft Project for creating gantt charts with occasional high end users in Primavera or Artemis. It would be interesting to hear from people using other project management software to see what their experiences may be.October 15, 2008
White Paper on Project Estimation Effectiveness
The three pillars for the success of any project are cost, effort and quality. The foundation of these pillars is based on estimation technique used for the project. However, historically it has been observed that lots of projects experience cost, effort and schedule overrun or poor quality. In most of cases, the project end up taking alternate paths to fulfil the budget constraint and ends up delivering an inadequate product/application/service.In this paper we will look at what could be the possible factors affecting the foundation (i.e. estimation) of any project:
Read our new white paper on readiness at http://www.projectperfect.com.au/white-paper-improving-project-estimation-effectiveness.php
September 17, 2008
White Paper on Improving Project Estimation
The three pillars for the success of any project are cost, effort and quality. The foundation of these pillars is based on estimation technique used for the project. However, historically it has been observed that lots of projects experience cost, effort and schedule overrun or poor quality. In most of cases, the project end up taking alternate paths to fulfil the budget constraint and ends up delivering an inadequate product/application/service.In this paper we will look at what could be the possible factors affecting the foundation (i.e. estimation) of any project.
Read more in the white paper at http://www.projectperfect.com.au/white-paper-improving-project-estimation-effectiveness.php
August 18, 2008
White Paper on Project Negotiation
Do you ever find yourself in one of those yes-no, black-white discussions. Two polarised views that leave no room to move.“I want it by Monday.” “You can’t have it until Friday.”
Neither side is prepared to move or negotiate. The question is how do you get into negotiation mode?
Projects are full of negotiation. Sometimes it is around what you will deliver. Sometimes it is around getting people to work on the project. Sometimes it is around cost or time. A project manager has to be a negotiator. This white paper will touch on a few things to consider next time you get into a negotiation.
Read a white paper on project negotiation at http://www.projectperfect.com.au/white-paper-project-negotiation.php
August 1, 2008
The evolution of an idea
When talking with a BA recently, he was surprised at the evolution of an idea. When a business user first raised the idea for an enhancement to the system, we captured the idea in a brief document called a concept paper. It listed the business problem, desired outcome, benefits and stakeholders. All in about a page of information.A few weeks later we did a Phase Zero, or feasibility study to flesh out the idea to the point where we could undertake the work. Surprise, surprise! The idea had evolved into something completely different. Obviously as people think through an idea it will evolve, and sometimes morph into something new. In this case the enhancements was basically the same but the benefits and stakeholders had changed considerably. The result was we needed to involve a larger pool of people to ensure we built something that fitted all requirements.
Forcing people to document a few key facts is not "red tape". It forces them to think of the idea from a few different perspectives. It will usually lead to an evolution in thinking which results in a better deliverable. Don't overservice the business by jumping to fulfil their every need - or whim. Make sure they have thought it through. In the end it will be a better result for everyone.
July 21, 2008
Readiness Assessments
Deciding if you are ready to start a project, or ready to go live is often a matter of juggling dozens of criteria in your head. Is this done? Is that complete? It is better to have a list of criteria to check off so that you know what you are trying to achieve, and can work towards that goal.Read our new white paper on readiness at http://www.projectperfect.com.au/white-paper-readiness-assessment.php
July 9, 2008
Differences in Project Documents
There is often confusion in project initiation documents. Some are called project plans, others project charter. There are also project management plans, project justification and a range of other documents.The ISO Project Management Standard in development at the moment has two key documents:
The Project Charter is the justification for the organisation to commit resources, time and money to the project. Think of it as an early business case. It is very much a business focused document.
The Project Plan defines how the project will be managed. It is more a 'planning how we will do it' document. I personally prefer the term Project Execution Plan which seems to clearly define what the purpose of this document really is. Unfortunately it is only used in a small number of industries, and we should all work towards developing a common terminology. The ISO standard is the obvious way to go.
The Project Schedule is the timeline and resource allocation which is typically developed in a scheduling tool such as Microsoft Project.
If you are using these terms in your job, try and develop a common jargon. Everyone who has been around the company for years may know what you are talking about but new employees, or external suppliers can often be confused.