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Large Scale Software Project Execution :How to manage a large project, which involved most of the time multi- discipline, multi-cultural, multi-location and multi-domain?

PM ADVISORY

By Chandan Lal Patary

India
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     1.   Introduction:

Many Managers who have been involved in large project execution knows that large-scale project is big in readily quantifiable terms. Duration is measured in years; teams number in the hundreds, and work effort is tracked in tens of thousands of workdays. Furthermore, large projects significantly alter critical business functions. Accordingly, such projects involve a broad cross-section of the business organization, uncover complex cross-functional issues, and fundamentally affect core business operations.

Most major development projects are so complex that they require rigid process control. The traditional approach of establishing requirements and then translating them into designs, code, and operational procedures in phases is a frustratingly slow, labor-intensive, often manual process. Therefore, most organizations should select and use a structured system. In absence of proper synchronization of all the below structures large projects fails. Project Management office influence significantly to execute the large scale project efficiently by taking care of most the parameters. All these structures should collaborate and efficiently execute the large scale project.

2.   What is the secret to execute any large project

Below are a few thoughts to follow so that an organization can control failure.

Some industry professionals claim that the best way to avoid large-scale project failure is to stop doing large-scale projects.

Many big businesses and government agencies have delayed investing in technology, whether because of fear of change or the pursuit of short-term profits. In doing so, some have allowed their information processing infrastructure to approach a state of collapse. As a result, large-scale projects are necessary to help these organizations make up for years of inadequate response to competitive pressures, customer demands, changing business conditions, and growing business volumes. Like it or not, large-scale projects are a necessary evil.

Most large-scale project failure can be attributed to breakdowns in project management fundamentals. Responsibility for the success of any project resides in the people of the organization who must do the right things at the right times. Each large-scale project embraces a set of essential functions that must be actively performed at the executive, project, team, and analyst/doer levels.

Despite the appeal of flat organizations, large projects demand accountability, coordination, and effective division of labor.

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About the Author

flag-indiachandan-lal-pataryChandan Lal Patary

Mr. Chandan Lal Patary is currently working as an agile coach and program manager at ABB. He has deep experience in developing Software applications across various domains and has successfully executed many Projects. Chandan has worked on domain like Healthcare, Aerospace, Building automation, Power automation, Industrial Automaton under real time mission critical product development to large scale application development. Chandan has 15 years of industry experience. He is certified PMP from 2008, Green Belt certified holder from 2005. Chandan is an agile practitioner and Certified Scrum Master from 2011. Chandan holds a Bachelor’s from National Institute of Technology (NIT-Agartala-India) in Electrical Engineering. He has completed one year Executive General Management program from IIM-Bangalore in 2007. He has published several management papers. He can be reachable through email/LinkedIn: [email protected]