Page 56 - DCAP304_DCAP515_SOFTWARE_PROJECT_MANAGEMENT

Software Project Management

Notes S - Seek Consensus with the Team

Making sure the team agrees with the measurement is very significant. Sometimes objectives
are set at the commencement of the project, and they are very loose. When the team sets a
standard of measurement, it will usually be detailed and explicable. It is important because the
team needs to be on the same page during planning. They must agree that these standards are
the best possible measurements considering the project.

C - Create a Reasonable Approach in Obtaining Those Objectives

The approach for reaching objectives is tremendously significant. Unless the approach is
understood by the entire team and supported, there will be conflict in the team’s processes.
Conflict means you will have people going in different directions and using various methods.
O - Operate in a Methodical Timeframe

Setting up a timeline and follow it. This timeline must make sense and be exposed to the entire
team. You must constantly focus on maintaining clarity.

Example: An example of a great DISCO objective is, “We will design 15 training courses
that meet organisational development guidelines by June 30 with a budget of $483,000. We will
include courses on supervision, communication, performance appraisals, and creating an
optimistic workplace.” DISCO objectives can be very successful in pushing the project forward
and bridging the gap for communication. However, good objectives will never write themselves,
nor will they track themselves.

2.3 Project Infrastructure

Project Infrastructure refers to the organizational structure, processes, tools, techniques and
training an organization puts in place to make projects more successful.

 Organizational Structure – Organizational structure including such support mechanisms
as project management office, project recruiting function, financial monitoring area, etc. It
also covers lines of communication and escalation.
 Processes – Typically methodologies, checklists and guidelines
 Tools – Software and templates
 Techniques – Repeatable processes such as kick off meetings, PIRs, analysis techniques,
etc.
 Training – Formal and informal training and reference documentation.
Most people have never considered of having a project infrastructure. They might think of
having methodologies and pattern, but not taken a holistic view of their project infrastructure.
To go back to our analogy with the telco, if the review of the business area only looks at
automation, or only looks at roles and responsibilities it is going to give an incomplete result.
A more integrated approach is not only required. It is absolutely essential for success.
Project infrastructure is about analysis the whole environment and finding out how to put in
place an environment that will work in an integrated manner to support projects. Looking more
closely at each area, we can see the following.

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