Page 338 - Global Project Management Handbook
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SUCCESS FACTORS IN VIRTUAL GLOBAL SOFTWARE PROJECTS  16-25

                                  The milestone prediction chart
                                 Days       Risk days and pilot build
                                 Remaining days:                 xx          yy
                                 Days planned @ DP:          xx         yy

             2/18/2002
              2/4/2002
             1/21/2002
              1/7/2002
           Target dates  12/24/2001
            12/10/2001
            11/26/2001
            11/12/2001
            10/29/2001
            10/15/2001
             10/1/2001
                  4/6/01 5/6/01 6/6/01 7/6/01 8/6/01 9/6/01 10/6/0111/6/0112/6/01 1/6/02 2/6/02
                                         Weekly updates
                                    Likely B     B        B
                            A                                    C
                                  (w/risk days)  Target  Limit
          Note: Milestones are marked as A, B, and C because of the company confidential information.
          FIGURE 16.6  The milestone prediction chart.




        has a one-day lag. A Romanian person is going to send us e-mail, and we are going to
        read it the next morning. By the time we send back the reply, we have wasted a day on
        that.”
           For this, help can come from exchanging instant messages, as in the case of another
        VGS team: “We use instant messenging very heavily. It is installed on all our laptops and
        desktops. It will show you who is online and who is not. Obviously, during the day we do
        not expect the Russian team to be online, but a lot of times they are.” If more information
        richness is needed, companies use phone conference calls such as weekly teleconferences
        (e.g., to report progress status). When even richer information is to be communicated,
        VGS teams use teleconferences and net meetings. Before even thinking about specific
        collaborative technologies, however, companies first resolve the issue of the infrastruc-
        ture, as one project manager pointed out: “I’ve made sure that everyone on the team both
        in India and in the United States has the right office setup at home, so everyone has DSL
        or cable modem access; mobile headsets so they don’t have to have a phone cradled to
        their ear for three hours if they’re working on a long call; and we’ll pay for such an
        office.” While these issues do occupy the attention of VGS teams, other issues are also
        addressed. For example, one collaborative technology helps with a very important issue
        of documentation sharing, as in this example: “We have a public drive on one of our
        servers where all the minutes of all the meetings are kept. Also, we use a document stor-
        age solution where we can share documents.”
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