Page 327 - Global Project Management Handbook

16-14 MANAGEMENT OF GLOBAL PROGRAMS AND PROJECTS

unfolds, monitoring of the project continues throughout its life cycle to determine if
there is misalignment and, if so, to take corrective actions. Depending on the operating
conditions of projects, they may be required to adapt project management systems that
include elements of project strategy, culture, organization, process, tools, and metrics.
The goal is to accomplish project success and thus support organizational success.

Project Strategy

There are interrelated tactical success factors here. The first one—rapid-release cycle—
portrays the project delivery mode, which helps to define and establish the second
factor—project objectives and success measure—and the third factor—product and
project definitions. Project strategy also makes clear what behavior rules to accomplish
the fourth factor, which we term strategic focus.

CSF4
CSF3 CSF6
CSF5

CSF3: Using a Rapid-Release Cycle. A rapid-release cycle refers to the project deliv-
ery mode in which are implemented frequent, smaller projects, each with a small num-
ber of features. This approach implies that the implementing company stays closely in
touch with its customers. In doing so, for example, the customer requirements are identi-
fied and prioritized with the customers; the requirements with the higher priorities are
executed first—in the first release. Then the lower-priority requirements are executed in
the second and/or third release projects. Instead of having one large, long project, which
is much more difficult to run, the rapid-release cycle enables the company to divide that
project into a stream of smaller and shorter projects while at the same time constantly
going back to the customers and communicating about their additional needs. In other
words, the rapid-release cycle offers the ability to realign in order to match cus-
tomer needs over time. Therefore, this flexibility is a key to the rapid-release cycle
that is, in turn, key to delivering the projects on customer needs and on time. This flexibil-

ity is illustrated by a project executive working on VGS projects with India and Russia:
“We constantly are having this conversation about what do you [the customer] really
need and how’ve we gotten the latest of your needs. . . . Moving into this rapid-
release model, building a tight relationship with customers and the flexible architecture
are so important.”
CSF4: Establishing Project Objectives and Success Measures. Establishing clear
project objectives is important to VGS teams. Given the unique characteristics of
global software development, the project teams are dispersed across different loca-
tions. The lack of clear shared objectives may leave the team confused, jeopardizing
team morale. To set project objectives, it is also important to link the project objec-
tives to the organization’s business strategy and needs that the project supports. This
leads to a stronger alignment (CSF2).
By setting clear objectives, clear project success measures are set in advance. Clear
success measures help VGS teams to stay focused not only on achieving the project
objectives but also on contributing to the organization’s success. Since success means
different things to different people, defining the objectives must consider the different
dimensions (e.g., project efficiency, direct commercial or organizational success, impact on