asp net barcode reader PART ONE Hello, Project Management in Software

Drawing QR in Software PART ONE Hello, Project Management

PART ONE Hello, Project Management
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And it is being maintained and supported. If we did our job well designing the system and delivering on the project, the value is high, and the time and cost for maintenance is low. Standard operating procedures (SOP) are in place for maintenance and support, and we also occasionally enhance or upgrade the system to meet new needs or to adjust to changes in the production environment. The obsolescence stage. At some point, the annual net value of the system drops. This will happen sooner if maintenance is poor. When it happens, we are faced with a choice: we can perform a major upgrade, hoping to enhance value and performance; we can discard the system and replace it; we can live with the reduced revenue or bene t; or we can get out of the business of providing this product or service altogether. Some companies make a living supporting legacy systems. For example, there is still at least one company that sells vacuum tubes for old televisions and stereo systems. Why Because there is still a market, and there is no competition. The challenge of this stage is to keep maintenance costs low, and to nd a graceful way to migrate from the old system to its eventual replacement. The decommissioning stage. Too often, we just let old systems die. This is costly and risky. The rst cost is the opportunity cost: How much money could we have made if we had created a new system in time to provide continuity of service Another cost is in the loss of customers and reputation. Another lies in the loss of the value of the knowledge contained within the old system. Risk lies in the potential theft of valuable information from improperly decommissioned systems. Proper decommissioning prevents all of these costs and risks. We identify the date by which the old system will fail, and we launch a new project to deliver a new product or service before that date. We plan for the transfer of information from the old system to the new one. We de ne safe, appropriate, and perhaps pro table ways of decommissioning the old equipment. We test the new system in parallel with the old one, to ensure that the new system produces results as good as, or better than, the old one before the changeover. After the changeover, we implement the decommissioning plan, properly and securely disposing of the parts of the old system.
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These stages compose a complete cycle, from nothing, through a valuable life, and back to nothing. Planning and executing well the stages through project close is the job of a project manager. Succeeding means adding signi cant value to our company and our society in many ways through the products and services we create.
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CHAPTER 4 Life Cycles THE GATES
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Each stage ends with a gate. The gate is a process of evaluation that will end with approval if all goes well. However, it is not a rubber stamp. The project team, the customer, other stakeholders, and perhaps outside experts should perform a genuine evaluation of the results to date. At a gate, there are three possible outcomes:  If the results are good, then we move ahead to the next stage.  If there are minor problems, the project team xes them, and we move ahead to the next stage.  If there are major questions or doubts, then the project stakeholders, led by the project sponsor, re-evaluate the project. It may need a major overhaul, or it may need to be cancelled.
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KEY POINT
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Evaluate One Stage Before Starting the Next
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As we approach a gate, we focus on working with the customer to get through the gate well. We should have the team do little or no work on the next stage until we are through the gate, until the prior stage is approved. Otherwise, we risk violating the 1:10:100 rule; we risk designing or developing the wrong product, or a product with major aws.
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In going through a gate it is important to keep a same-side focus with all project stakeholders. Their critique of the correctness of the project work to date, and their re-evaluation of project value, is not a criticism of you, your work, or your team. Rather, it is a supportive process that ensures that the team and the customer are still on the same page. Sometimes, needs change, and project changes are required in response. Sometimes, misunderstandings are discovered. Leave your ego at the door, and be ready to learn from and work with your customers. Going through a gate is a process that takes time. Table 4-3 shows the deliverables and steps for each gate. As we mentioned above, it is thoroughly appropriate to cancel a project at the gate at the end of the concept stage. We hope that any project that makes it through the concept stage will succeed. However, if we see that a project will never deliver value greater than cost, we should stop before too much money is wasted. Therefore it can be appropriate to end a project at any gate.
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