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Bruce L. Golden (Editor), S. Raghavan (Editor), Edward A. Wasil (Editor), "The
Next Wave in Computing, Optimization, and Decision Technologies"
Springer | ISBN 0387235280 | 2004 Year | PDF | 14,55 Mb | 396 Pages
“ Computer Science and Operations Research continue to have a synergistic
relationship and this book represents the results of the cross-fertilization
between OR/MS and CS/AI. It is this interface of OR/CS that makes possible
advances that could not have been achieved in isolation. Taken collectively,
these articles are indicative of the state of the art in the interface between
OR/MS and CS/AI and of the high-caliber research being conducted by members of
the INFORMS Computing Society.
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Takahisa Oishi, "The Unknown Marx: Reconstructing a Unified Perspective"
Pluto Press | ISBN 0745316980 | 2001 Year | linked PNG-files | 20,06 Mb | 240
Pages
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Gerald I. Kendall, Steven C. Rollins, "Advanced Project Portfolio Management and
the PMO: Multiplying ROI at Warp Speed"
J. Ross Publishing | ISBN 1932159029 | 2003 Year | CHM | 4,21 Mb | 434 Pages
“ After decades of improvement initiatives, the majority of project managers
still fail to meet their goals. Executives are being fired in record numbers.
This book traces the connection between these two facts and provides a mountain
of surprising insights. The latest attempt to solve these problems, a center of
project management intelligence and coordination called the Project Management
Office (PMO), is correct but ill-fated. Without some fundamental change in its
focus and approach, the PMO will become another passing fad.
In hindsight, the mistakes that organizations and PMOs make seem obvious.
Executives can deliver on their promises if, and only if, they can cause their
organization to successfully and swiftly execute the right projects. Activate
too many projects, and the system fails miserably. Execute some, but not all, of
the right projects, and the results are insufficient to meet the goals. Execute
projects sanctioned independently by functional executives, and project managers
compete with each other over resources, without clear overall priorities. Some
of these projects are "pet projects" of functional areas, without a direct link
to overall organization goals.
Project managers try to solve these problems in isolation from the executives
whom they support. They focus on methodology, tactical data, and tools without
having a breakthrough impact on project cycle time, project flow, and strategic
value of projects. Our research shows that over 90% of current PMOs are not
connected with their senior management team and have no metrics that matter to
senior executives.
Many executives have invested money in project management, but they have not
addressed the root problems. Long-standing executive practices are at the root
of many project management problems. But without working together, project
managers and executives will continue to square off against each other, fighting
over project schedules and resources. So time and money are wasted, and
executives and project managers alike are very frustrated.
This book provides the insights into why these problems exist. It identifies the
root problems and provides a solution for executives, project managers, and the
PMO. Complemented by case studies of organizations such as the American
Institute of Certified Public Accountants, Babcock and Wilcox, Arlington County,
Quintiles, TESSCO, and others, this book describes the missing, vital link
between executive strategy and project management.
This book tells executives what they must know to execute flawlessly, using
portfolio management as a strategic weapon. Executives must understand the
details, at least through Parts I and II of this text, to make project
management work in their organization.
To succeed and survive, a PMO must provide meaningful value to the senior
management team. This value comes from information (the executive cockpit),
recommendations, increasing project management flow, and accelerating durations.
If these benefits are not obviously tied to the PMO efforts, we make this
recommendation — start putting your resume together. However, before you do so,
read this book. It details how to turn your PMO into a value machine. In this
book, you will find the metrics, the road map, the processes, and the data to
transform your PMO into the executive's and the project manager's best friend.
For project managers and project teams, this book should initiate an important
dialogue in your organization. If a handful of project managers or team members
begin to question, in a non-threatening way, some of the things that do not make
sense, this can become like a snowball rolling down a mountain. Meaningful
debate and dialogue can be an important precursor to improving the practice and
results of project management in your organization.
In a few hours of reading and learning from the authors' combined 60+ years of
experience, you will save years of pain and failure. Learn and succeed.
Gerald I. Kendall
Steven C. Rollins
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Anne Mette Jonassen Hass, "Configuration Management Principles and Practice"
Addison-Wesley Professional | ISBN 0321117662 | 2002 Year | CHM | 2,8 Mb | 432
Pages
“ My Life as a Software Professional I have two-;well, three really-;passions in
my professional life: test, configuration management, and process improvement. I
started my career as an all-around developer-;a little requirements elicitation,
a little analysis, a lot of coding and recoding, and some test-;more than 20
years ago. During these first professional years, I always loved testing most-
;making my work run on the computer and enjoying the satisfaction of being told,
in a factual and precise way, that something was wrong. This enabled me to carry
out the correction and then finally enjoy the privilege of knowing that at least
this error was a secret between me and the computer. My experience grew, and my
working teams grew. The problems grew. I wasn't always certain I had produced
what I was supposed to and that I had tested everything. And sometimes an error
would recur! I got a job in which I was responsible for system and acceptance
test in a company making software for the European Space Agency. For the first
time in my then 12-year career, I heard the words configuration management . I
had no clue as to what it was, but as I spent hours and hours trying to figure
it out, discussing it with the person responsible for quality assurance and
actually using parts of it in my daily work, I came to understand what a
wonderful tool I had. For the first time, I was able to trace my test cases to
the requirements. I was able to tell, at any point, how many requirements I had
covered in my test specification and how many were outstanding. I didn't have to
encounter the frustration of having made test cases for requirements that
weren't going to be implemented. Where I had forgotten the reason for a turn in
the work, I was able to find a previous version of my test specification and see
why I had changed it. I loved it! The last seven years, I've worked as a
consultant, spending a good deal of my time on testing assignments of many types
in many companies. One of the things I've learned from these assignments is that
there is often a difference between what a customer asks for and what he really
wants, what he needs (what you want to give him), and what you're able to give
him. Test consultants are often presented with a system to test without the
right conditions for performing a professional test. The requirements may be in
any state from nonexistent to brilliantly documented, with a pronounced bias
toward the former. If requirements are present, they are most often not up to
date. This is partly a requirement specification problem and partly a
configuration management problem. Testing requires resources in terms of time
and people to perform the test. These resources are often all too scarce. This
is a project management problem. When test consultants plan and perform a test,
they need to establish an overview not only of what has to be tested but also
how the test is progressing, what errors have been found, and what the state of
error correction is. These are configuration management issues. It's tempting
for a consultant to try to deliver what the customer really needs. However, this
approach has some limitations and drawbacks. The art is to strike the right
balance between what's needed and what's feasible. One of the things to keep in
mind as a consultant is to keep up the standards but keep it light. So I try to
keep up the configuration management standards as I solve the test assignment-
;hoping my customer will get an idea of what configuration management is and
maybe ask for some assistance in that direction too. Another part of my time is
spent assessing software-producing companies using the BOOTSTRAP maturity model
and method. Like the related Capability Maturity Model (CMM), this model
includes configuration management. As an assessor in more than 40 assessments, I
have time and again seen the blank look in people's eyes when I ask how they
perform configuration management. The eyes are rarely less blank if I elaborate
and ask about tracing between work products, production of error reports, or
other detailed configuration management disciplines. On the other hand, people
are more than willing to talk about problems they've experienced due to lack of
control over what is being implemented and tested-;and when-;and lack of control
over what errors have occurred and which ones are being corrected and which are
not. Although configuration management is one of the basic disciplines for sound
development (in CMM it is a key process area at level 2), many people go through
a considerable part of their careers without any idea of what it is and how it
can ease their everyday tasks, just as I did. So I keep emphasizing its
importance and very often recommend it as one of the first disciplines a company
should work on when embarking on structured process improvement. Creation of
This Book In 1999, the Danish organization Datateknisk Forum , an association of
about 70 software-producing companies, asked me to write a book on configuration
management. This was the result of a survey among the members as to what topic
they needed a book on. Some of the comments and requirements that came back from
the survey were How do you incorporate configuration management in the
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