·         A new development

·         A modification of an existing system

·         A system integration

Select an Appropriate Life Cycle

The life cycle provides an organizing structure with which to align project objectives with appropriate technologies and resources. Different projects require different degrees of rigidity in the sequencing of their phases. Long, complex projects intended to modify familiar systems typically yield to more rigid sequencing. On the other hand, less rigid sequencing may be required to achieve a series of innovations under conditions of high uncertainty.

Deal with Shifting Priorities

Business needs may change. All requirements must be formally managed. Address downstream changes in the life cycle through systematic risk assessment.

Make Progress Visible to All

Project participants need a clear idea of how well the project plan is working. Establish a set of key progress indicators and make them visible to all project participants.

Know The Limits of Automation

Don’t simply automate existing processes. Rethink existing processes instead of simply "paving the cowpaths." If your agency lacks the skills, use consultants to facilitate business process reengineering (BPR) and information modeling prior to defining requirements.

Leverage Expertise in Established Management Areas

Managing Inputs. Encourage project participants to address evolving technical priorities with appropriate resources. For example, employ contract incentives to deliver the desired results in accordance with the projected cost and schedule. Offer high incentives (18 - 20%) to in-house staff.

Managing Activities. Use scope management techniques such as a Work Breakdown Structure (WBS) to organize project activities and tasks. Graphically display the work to be accomplished. Update the display periodically to reflect reality.

Managing Outcomes. Encourage all staff to identify potentially problematic outcomes. Use formal risk management techniques to anticipate and mitigate project risks.

Controlling Tasks

Put Meaning in the Metrics

Define requirements so that they may be thoroughly tested and validated at the unit and systems level of granularity. Identify frequent milestones with a defined set of measurable pass/fail performance criteria. Structure related contracts so that they reflect the same units, granularity, and milestones. This enables you to measure earned value throughout the contract life. These criteria should comply with a pre-established test plan.

Leverage Expertise in Control Areas

Controlling Inputs. Conduct life-cycle cost analysis to evaluate the impact of design implementation alternatives throughout the project. Use agreed upon plans to control the resources applied to the project. For example, periodically review actual project expenditures and compare them to the projected budget.

Controlling Activities. Standardize processes which deal with the most routine activities. For example, routine progress reports can be structured to capture and highlight exceptions from anticipated progress.

Controlling Outcomes. Use configuration management processes to ensure the project is building what the customer wants. The implications of changes along the way can be understood and incorporated while driving toward the desired result.