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In this series on CMMI (capability maturity model integration) and requirements, we have discussed: understanding requirements commitment to the requirements control changes to requirements traceability of requirements from detail to scope and back inconsistencies, the difference between of what is included and what is being done The processes above work together and amount to managing the […]

CMMI Requirements Management We decided to continue with requirements management since there are some generic goals that are probably just as important as the previously discussed specific goal and practices.  This is especially true when we consider the long-term impact on our project execution capabilities. CMMI Generic Goals The generic goals associated with requirements management […]

Imagine you are an executive and you are sitting down to your early morning breakfast with the daily paper.  As you read the paper, you find an article about your company and you are stunned to find it is not a flattering article but a description of a traumatic event that has come to a […]

I am writing this post after a discussion with some people on product development and project management processes.  The discussion took a turn to process intensive approach or not to use a defined process.  There are many ideas of how this can work, for example the Capability Maturity Model Integration is an example of the […]

Risks and Communication Management A significant portion of successful project management is due to communication, so it should stand to reason that ineffective communications can be a significant source of project failures.  Everything from evoking scope and requirements, prioritizing objectives, to team building requires effective communication. Communication is used in keeping the project team in […]

Risks and Risk Management We continue with our series on the taxonomy of failures in project knowledge areas  looking at risk management. In this case turning our breakdown of the project failures toward risk management.  Risk management is fundamental to project management as we reduce or navigate the potential impediments to the success of our […]

Risk and Time Management In keeping with our last post, we discuss risks due to insufficient time management that often result in project failures.  As is with many things, the symptom of the failure has roots much earlier.  In other words, when we witness the failure, it was due to some event(s) or activities much […]

We take a brief turn from our previous agile posting and divert to Total Quality Management tools applied to conventional Project Management with an excerpt from our book by that title. Consider our company has outsourced a significant portion of our project to a supplier, and in our evaluation of the risks via our Risk […]