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Software
Project Management
The principal services
offered to high-tech companies are assistance and guidance in software project
management. This includes the specific subject-areas detailed in the following
sections. The Problem:
The demands of software
project management are changing. The rapid introduction of personal computers
into the office and home coupled with the unprecedented growth in the Internet
has turned software into a consumer product. This has produced a strong market
demand for rapid software development cycle time that requires new agile and lean
development methods and processes. This phenomenon has also impacted the way larger
non-consumer software needs to be developed. The US Department of Defense has
replaced its burdensome development standards with the same standards that are
being used for civilian software. Large communications and mission-based software
development is undergoing changes to streamline the cumbersome methods and processes
of the nineties. The Solution:
We will review the
methods and processes being used by the development team together with the culture
and goals of the organization to assist in the definition and introduction of
rapid optimized processes tailored for the organization's business needs. We will
work with the development organization through ongoing training, mentoring, and
management assistance to ensure the successful introduction of the new methods,
based on continuing reevaluation and adjustment of the plan to achieve the best
possible results. 
Software
Project Catastrophe Disentanglement and Resolution
The Problem:
When development projects get into serious trouble the solution
is often more costly than the problem. Extensive resources are often expended
in attempting to correct the existing plans and processes but the best solution
is often found through changing the way the project is being developed.
The Solution:
We will review the status of the project, the goal, the
development plan, the team structure, and the process and methods and prepare
a plan to disentangle the project and get it back on track. We will work with
management and with the development team to establish a workable plan, with achievable
goals, and we will mentor the team to ensure that the plan is successfully implemented. <Click
for more on this topic>
Introduction
of Orderly Process Into Ad-hoc Software Organizations
The Problem:
Ad-hoc development organizations have
little or no orderly process. They often have a history of successful development
that may have worked well in the past when the organization was small but no longer
works well today. The problem is often how to introduce a level of predictability
into the development organization without restraining the creativity of the development
team members.
The Solution:
Development organizations taking
their first steps into orderly development are best served through evolutionary
change (rather than revolutionary change). We will apply an approach that includes
three basic steps: (1) studying the current organization, including its creative
value, its strengths and weaknesses, and the goals of the business, (2) working
with the organization to tailor a suitable development process and launch plan,
and (3) mentoring and training of the organization in the introduction of the
process and the correction and continued improvement of the plan as it is implemented.
Establishing
Software Development Organization Structure
The Solution:
We will propose
a development team structure that is tailored to the goals and characteristics
of each organization. This is achieved through studying the objectives of the
organization, its strengths and weaknesses, and developing an organizational structure
together with the key members of the organization. We will provide ongoing support
for the introduction of the structure through mentoring and training of the organization
and the correction and continued improvement of the structure while it is being
established.
Reengineering
and Simplification of Existing Software Processes
The Problem:
Development organizations that have adopted organized
process and methodologies are often burdened with policies and procedures that
are no longer appropriate. The organization is often hesitant to cancel or replace
these procedures for fear of prejudicing it capabilities.
The Solution:
We will review and evaluate the organization's existing processes and methods
in relation to its goals, methods, and uniqe structure. The objective will be
to streamline the development organization for optimum performance through the
reduction of overhead and the simplification of processes while maintaining management
visibility of the product development cycle. We will provide ongoing monitoring
of the process change through mentoring and training of the organization and the
correction and continued improvement of the processes while they are being introduced.
Training
and Mentoring
The Problem:
Many
areas that can benefit greatly from formal and informal training are not necessarily
part of the curricula of standard technical training organizations. Examples are:
 | The
establishment of successful distributed development organizations, |
| Agile
estimation and planning techniques | | First
steps in the introduction of orderly agile development process |
| Reengineering
of development processes | | Risk
analysis and risk mitigation | | Avoidance
of project entanglement | | Methods
for successful subcontractor management | | Developing
relationships with customers from developing countries | The
Solution:
We offer short seminars, workshops, and training sessions in
the above subject areas. We also offer ongoing tutoring as follow up to help introduce
the methods learned.
Management
of Multi-National Software Development
The Problem:
Over the past decade, the global
economy has opened up great opportunities for Western high-tech companies in such
countries as China, India, and the countries of Eastern Europe. These opportunities
are often coupled with foreign government requirements to maintain development
facilities in the target countries or to provide in-country maintenance and support
teams. This poses challenges related to logistics, training, distributed development,
cultural diversity, and local relationships. |  |
| Conversely, companies from developing countries are also
struggling to become familiar with business practices in Western countries. |
The Solution:
Many companies
in which we have played leading roles have amassed significant experience from
working successfully in developing countries (e.g. Motorola, Alcatel). We will
offer this experience, which includes the establishment of local in-country liaison
offices, methods of providing technical training in foreign languages, understanding
cultural differences and their advantages, and the creation of overseas development
centers.
Distributed
Software Development (DSD) and Global Software Development
The Problem:
The division of development projects between several
remote locations is becoming increasingly common. This is due to business reasons
and the desire to benfit from the advantages of DSD such as reduced costs, availability
of expertise, and training of onsite support. Together with these advantages,
distributed development presents problems of management, communication, different
development practices, and cultural diversity.
The Solution:
There are different solutions for different DSD situations, such as in-country
versus global distributed development, the availability of advanced communications
infrastructure, the characteristics of the project being developed, and the skills,
experience, and diversity of the development team. These parameters will be studied
and the most suitable solutions will be designed for each type of project. Ongoing
monitoring of the DSD team will be provided through mentoring and training of
the team members, and the correction and continued improvement of the organization
while the project is being developed.
International
Travel Photo Album
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Speaking at Motorola Israel | 
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Being Greeted by the President of Motorola Israel
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Click To Enlarge | | Presentation
to the Regional Telcommunications Forum in China |
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