Page 88 - DCAP304_DCAP515_SOFTWARE_PROJECT_MANAGEMENT

Software Project Management

Notes to the program, and the three project managers insist that their project teams be co-located for
efficiency. There is a need for twelve dedicated photocopiers, five dedicated conference rooms,
a space for the program office, and so forth. The daily billing rate for all 200 consultants is
$360,000. So if the operation of these facilities is delayed by five days and the consultants cannot
work on site — well, you can do the math. Clearly, someone must “own” the responsibility to
set up the proper space and tools to get the job done.
In truth, we could devote an entire article to the work performed by the PMO — and that office
does not even cover every responsibility. For now, let us just say that the infrastructure the PMO
provides enables all the project teams involved in the program to be productive.

Technical Environment and Tools

A program infrastructure also includes both hardware — for desktop and network devices for
storage and communication — and software, including desktop software and shared platforms
with development tools, modeling software, planning tools, communication tools (email,
Internet browser, virtual meeting/collaboration programs, telecommunications programs),
and software for document retention and reproduction.

An individual project, especially a pioneering effort, may introduce new tools or hardware
partly in order to understand their capabilities and limitations. The project manager may
become involved in technical support or infrastructure functions, to acquire, install, and/or
“tune” the hardware and software. Typically, this will involve a small number of installations
for a small number of IT staff. Periodic changes and/or additions to the development
environment will affect larger numbers of IT staff, but these are typically defined and managed
as separate projects.
Program technical activities, in contrast, usually include large numbers of staff from a variety of
sources (internal and external) and various technology backgrounds. As managers identify and
staff component projects in the program, they must also specify, acquire, and install technology
environments and tools for each project, which collectively form the program’s technical
infrastructure. This effort might encompass creating a new, remote development site or
integrating two companies’ technologies following a merger, for example.

This infrastructure effort should be treated as an internal program project (as opposed to an
external project, which delivers components or results to clients). Managers should plan a well-
defined, rapid, and brief lifecycle for creating the technology environment. The effort should
include defining needs and requirements, setting a scope, and installing, testing, and
implementing all technologies. If some tools will be new to some portion of the program staff,
it may also be necessary to define a rapid-delivery training effort.
Managers should also consider how the infrastructure’s hardware and tools will be used beyond
the program’s boundaries. If they felt compelled to select technologies different than those in
the current enterprise IT architecture, then supporting and maintaining new software applications
built with those technologies may require additional personnel, software, and training. Managers
should always carefully evaluate the potential impact of their program technology selections
upon existing IT architecture and resources (and perhaps future direction) before actually making
the acquisitions.

Task The PMO involves many roles covering numerous areas and activities. What are
areas and activities they are talking about?

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