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Project Technology and Risk Management

History of the Issue:

• Every software project entails risks.


• It might not go as planned, be delayed, or even fail entirely.


• And if it does get completed, it might not deliver the expected results.


• All of these are known as project risks. Our company has prepared and implemented a transparent project technology that allows managing these risks.


• It is based on the global experience of analogous applications, our 20 years of experience in implementing projects of varying complexity, and our own developments in project methodology and technology.


• Our project technology was showcased twice at the forum organized by Infostart, the branch of 1C in St. Petersburg.

Project Technology

• The participants of the project are divided into direct workers, managers, and supervisors.


• Each group consists of employees from both companies.


• The workforce group is called the Joint Workgroup (JWG).


• The managerial group is referred to as management or project management.


• The supervisory group is the Joint Control Commission (JCC), which serves as an internal audit of the project. Project participants cannot be members of more than one group. An OWG participant leads the group on the contractor's side, and a project participant from the customer's side leads the QCD. The project is managed collegially.

Project Management

1. direct manager, a person who makes final decisions without needing approval from anyone regarding the progress and outcomes of the project


2. resource manager, a person who determines the necessary composition and budget of project resources from each side, ensuring the availability of required resources.


3. object manager, a person who resolves issues beyond the scope of a particular Agreement on both sides, departing from the overall goals and interests of the parties.


4. project manager, a person from each side who possesses project technologies (in this case, 1C technology, MS SQL, domain, cluster, etc.)


5. contract manager, a person from each side who monitors compliance with the contract's requirements, documentation, and procedures regarding the progress and outcome of the work


6. group leader, a person responsible for the actions of the main and auxiliary members of the OWG on behalf of each party, the contractor's side - the leader of the OWG

Project Phases

1. phases from designing to signing the contract and getting acquainted


2. pre-project phases, from signing the contract to signing the General Business Plan


3. Project phases from signing Technical Assignments to signing the Act on the implementation of Technical Assignments and the start of implementation


4. Additional phases of the project from signing Additional Specifications to signing the Compliance Certificate for Additional Specifications


5. Phases after the project, from signing the Final Act on the full compliance of the work with Technical Assignments, System Requirements, and the Contract to completing the Service Contract


6. new project phases, from signing a new contract to its completion

Project Resources

1. project resources - one of the fundamental concepts of Transparent Project Technology


2. types of resources: material, financial, personnel, temporary, technological, methodological, legal, obligations, management, organizational, documentation, productive, expectations, etc. In other words, everything that affects the project's progress and outcome.


3. resource budgets - typically, each side allocates limited resources for the project, called resource budgets.


4. resource as a result - a productive resource (resource budget) indicates which type of reserves has been spent and what amount and type of resources have been acquired and in what quantity, and what the impact of the outcome is. The balance of resource budgets is one of the fundamental concepts of Transparent Project Technology, showing what resources to allocate in what proportion to achieve a positive outcome.

Project Indices

1. density, proportional to the number of days in a week and the hours of work allocated to work on the project, freed from other tasks for project work.


2. intensity, proportional to the number of A4 pages, the information a project participant can process within an hour, and the time of making decisions, contrary to working hours.


3. organization, proportional to the number of days agreed upon for planning operational events and the number of days agreed upon for providing information about changes in plans.


4. For the Customer and Contractor, the complexity of the module additionally related to the average degree of innovation of the module and the number of such modules in the project.


5. priority, inversely proportional to the position of the person making the final decision on the project and the number of projects they are responsible for in their company.


6. tempo, proportional to the number of weekly hours agreed upon to be spent on the project outside working hours and the number of project participant holidays, illnesses, business trips during the project period.

Success of Applying CCI to the Project.

1. The transparent project technology enables planning steps and controlling deviations, taking into account both the Contractor's and the Customer's actual activities.


2. During the preparation of the contract phases (before the project phases), the specific conditions for applying Transparent Project Technology are clarified. Risks are identified, work schemes and scenarios are approved, resource use logs, work documents, and procedures are developed.


3. During the preparation of the project phases (pre-project phases), the project group (worker and management groups) and the control commission are prepared, the Act on the readiness of the customer for automation and the list of measures are prepared. The schedule for introducing the customer to the state of readiness and the Work Plan are developed.


4. During the project phases, an Assignment for the implementation of IBDP is developed, taking into account the enterprise's business activity model (IBDP) and the implementation of IBDP in the form of software and hardware.


5. During the execution, implementation, and test usage phases, Technical Assignments are fulfilled, the scope and prices of work for additional phases are determined, and the transition to the industrial phase (storage) is made


6. The application of Transparent Project Technology reduces the risk of failure in force majeure situations.

Proposals

Risk Management

1. Implement pilot projects using transparent project technology


2. If successful, recommend transparent project technology as a means of managing risks for project work


3. Suggest training project managers at universities or presenting audit projects as a subject