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Although we prefer to start on fresh projects that
need to be scoped, designed, implemented and deployed,
we often get RFP on Open Source projects that have taken
the wrong turn and can be classified as a "HURT"
project. Our definition of a HURT project is one that
has one or more of the following issues:
- Human resource
issues -- suffers from lack of ownership or short of
qualified, high-caliber team
- Under delivery
issues -- suffers from schedule misses
- Reliability
issues -- target user confidence is low as things
don't seem to work as intended all the time
- Time-to-Market
issues -- market competition, corporate or customer
pressure at play that were not planned in the schedule
planning
We are your turn-around team! We will review the
state of affairs, identify the bottlenecks, devise a
plan for recovery and get to work on making a reasonable
delivery timeline. Without project management guidance
and development support we will give the HURT project a
fighting chance to get back on track to successful
development and deployment. |
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Here is how we get started with a HURT project:
- Audit of Existing
Work - we need to know what works, what does
not, what should have worked by now, what else needs
to work to get the job done.
- Develop a New Scope of
Work (SOW) - using audit information and your
input, we will develop a new SOW to define the project
in better terms and deliverables.
- Establish a Communication
Protocol -- More often, it is the poor
communication that makes a project become HURT.
Therefore, we will help you redefine a communication
protocol and a chain of command that works.
- Employ Incremental
Engineering Process -- by breaking down the
tasks at hand into short-cycles of incremental
engineering process we would be able to measure
progress, deliver work-products and maintain schedule.
- Deliver the Final
Product -- using a release cycle approach we
will deliver an alpha, beta and a release product
while maintaining change control, configuration
control and overall end-user feedback in the loop.
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