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iJJ..HI8 Creating Hybrid Methodologies There are circumstances in which it may be necessary or appropriate to combine two methodologies to create one perfect tailored methodology. Sometimes, it is more feasible to dynamically build a methodology from other methodologies. You may find yourself starting out using a waterfall methodology, then during the life cycle of the project (i.e., development), you realize that using a RAD methodology may be more appropriate. Remember that each methodology offers its own set of strengths and weaknesses from a methodologists perspective. In the Air Force, to keep mission-critical aircraft serviceable, the one-from-two principle is sometimes employed two unserviceable aircraft are stripped down and critical parts are used to build one fully functional aircraft tailored for a specific use. This is the concept of the hybrid approach. For any project manager, this option should remain open, but with sudden change comes risk. Points of safe cutover from one approach to the other must be clearly defined, and the project manager should assess the impacts on schedule, cost, and resources. There are issues with the user involvement in the different streams of development, project management issues including possibly different approaches to change requests in the two approaches, and organization management issues. This is permitted, provided the project management framework in the company can support various development methodologies (see Figure 3.7). Figure 3.7: Selection process for project and development methodologies. HLMUI иилл1мм1Ы1ддд1 Summary Some of the project methodology steps you use will be collapsed or expanded, depending on the project (i.e., more process or less process). Some super projects require so much definition and business detail that they require much more use of templates and supportive processes, while shorter projects are simple and to the point, not requiring as much definition and use of templates, and could be finished in weeks. You must learn to adapt. By default or design, all project methodologies adhere to a similar universalized project management discipline. However, the methods and tools differ, as follows: Regardless of the size or scope of the project, you need to apply a consistent project methodology to ensure the highest standards of excellence. Accountability throughout all stages of the project is essential. At key project milestones, the project manager presents its progress for client review and approval. Consistent review maximizes project efficiency and ensures customer satisfaction. Miyamoto Musashi (2000) states: You should not have any particular fondness for a particular weapon, or anything else for that matter. Figure 3.8 is a clear-cut example of a documented project management methodology. It shows three distinct phases to follow, with a listing of key project documents to use for each phase. Figure 3.8: Simple methodology design. ЦШиН1:1 Lessons Learned Dont underestimate the time it takes to develop and maintain consensus and commitment to the new project management methodology and the changes it involves. It takes time to adjust to the approach. When assessing a company requiring a new project methodology, identify the bottlenecks and concerns of users. Build an efficient open communication system into your methodology. Without it, you are prone to difficulties and stronger coordination. Do not mistake methodologies for tools. The deployment of new tools for project management might lead to the wrong belief that a database could substitute for sound project management practices. Beware of being too definitive with the new system. Some learning of the best way to use the system should be allowed, because all new opportunities cannot be predicted in advance, and users should have an opportunity to learn and establish good habits. Some of the project managers have useful skills and good practices, which should not be lost in the new system. Recognize that people who have already bought in to the new system may opt out when they realize its impact on their existing working practices. The new system results in changes in practice, roles, and responsibilities, as well as in changes to job boundaries. As the impact of changes is gradually appreciated by those affected, the willingness to cooperate is significantly increased if the project manager handles the changes with tact and sensitivity. When designing a methodology, try to reduce the amount of complexity and administration. Be sure to explain vaguely expressed concerns. A new project management methodology must be backed up by, and integrated with, training in the necessary project management areas and clear messages about its significance for the business. Demonstrate tangible results quickly to show people how the new methodology and tools will help them to deliver projects more efficiently. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 [ 30 ] 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 |