Goal Management -Goal partitioning for Construction phase

This is the third part in continuation to my earlier post Goal Management – Goal Management – Goal partitioning for Elaboration phase The goals that are set in the construction pahse is looking at the business goal of delivering some usable system to the end user or consumer. The goals in this phase are broadly:       *  To describe the remaining requirements     *  To flesh out the design of your system     *  To ensure that your system meets the needs of its users and fits into your organization's overall system portfolio     *  To complete component development

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Goal Management – Goal partitioning for Elaboration phase

This is the second part in continuation to my earlier post Goal Management – Goal partitioning for Inception phase While the team identifies requirements in the inception phase and also find out the business risk of the project during the same, the elaboration phase is the time when the technical risks are supposed to be unearthed and mitigated. So definitely the goal in this phase is to elaborate the system technically. This includes:     *  To elaborate the system's technical requirements     *  To establish the architecture (establish different views of the system).     *  To establish the QOS and

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Goal Management – Goal partitioning for Inception phase

Goal Management in iterative development process is a multi step process. Starting from partitioning the goals into phases and then from phases to iterations is a critical process. Goal partitioning into phases: The phases are Inception, Elaboration, Construction and Transition. Now how to partition the goals of the project into these phases? Let discuss it from phase to phase: 1. Goal partitioning for Inception phase Inception is a phase in which the team basically identifies the requirement for the system. This is the phase in which the feasibility of the project comes up. It gives insight to the complexity of

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Program management: Different from project management

Many enterprise IT organizations are tackling large, complex efforts that combine the delivery of software elements, new and changed business models, and overall changes to organizational structure and capabilities. Typically these efforts involve several parallel projects, and managers are finding that "traditional" project management approaches fall short for such undertakings. Consequently, many IT professionals are turning to the substantial body of experience, and the smaller body of documentation, that supports the discipline of program management. This discipline describes principles, strategies, and desirable results for managing large-scale efforts comprising parallel projects. This article considers five major aspects of program management: Governance:

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