Chicago Software ProcessImprovement Network
Thursday, September 5, 2002
We all think of a project as building something one task at a time. It is good to take a fresh look at the construction of projects just to see if we can change the aspect of most projects being late, over budget, and not providing the functionality that was originally desired. Why?
This presentation provides a different way of looking at projects. In fact the very beginning of the presentation begins with a different perspective. In this initial section we will review how projects are started and how this leads to project problems. Specific negotiations are needed to remove problems while projects are created.
The results of altering the process are discussed. Project initiation and follow on procedures were changed with positive results. Project events and measurements are presented. We will review the shortcomings of the waterfall development methodology and some of the steps that people have taken to remove the shortcomings.
Pert and Critical Path methods and controls are presented. Tasks reviewed within a project may also lead to project problems. The critical path may not actually be a critical path. Techniques for discovering the real critical path and shortening the critical path are presented.
Adopting a new developmental paradigm is easy. We will discuss how management, operations, and development can all work together to make a project work on schedule, within budget, and with zero defects. This paradigm is based upon NASA's Phased Project Planning. The tenets have been simplified and structured in a way that all the various participants work together to remove the problems within project work. The goal is to be on time, within budget, and with zero defects. Comparisons are made between the NASA methodology and standard project development methodologies.
Finally a procedure is described to control a project step implementation. That procedure makes it possible to take advantage of the accomplishments of the first steps throughout the entire project. Then key terms are defined so that you will fully understand your accomplishments when you have implemented a project using the new paradigm.Biography
With 43 years of project management experience, Paul Tedesco is an internationally renowned speaker and practitioner of project management. He is the inventor of the Regenerative Reengineering project management process that improves project control, reduces project costs through better application of technology, and implements projects on or ahead of schedule with zero defects. He holds a Bachelor of Arts in Mathematics from Creighton University and a Master of Science in Mathematics from DePaul University.