Entrepreneurial Project Management

Guerrilla tips and tactics for getting things done

Projects: 2003-2004

’03 and ’04 was a mixture of government and offshore projects. The party had ended in the private sector and in order to butter our bread, we got a GSA contract and picked up a variety of application development and process improvement projects.

Who

$1.2B Public Sector Agency

When

2004

What

Internal application to replace 19 silo-systems and provide one view of the customer

  • Project Type

Application development and system integration

  • Project Size

Staff: 22 Matrixed and 4 consultants, Client Investment: $2M

  • Technologies

VB.NET, RUP/Iterative, Use Cases

  • Responsibilities

1. Managed a 22 member cross-functional team of consultants and client personnel which included a technical architect, a data architect, developers, subject matter experts, and business analysts.

2. Responsible for all aspects of project management, including scheduling, budget, risk management, change control, staffing and day to day management of project activities.

3. Led requirements gathering, gap analysis, knowledge mapping, and re-engineering of business processes.


Who

Astute, a High-Growth Software Company

When

2003-2004

What

Reengineered an offshore development practice

  • Project Type

Application development process improvement

  • Project Size

Staff: 10 onshore and 7 offshore; Client Investment: $1M

  • Responsibilities

1. Worked with C-level executives, management, and offshore resources to integrate offshore work with an existing product development cycle.

2. Mapped the current stateside processes so that the solution would work with their culture.

3. Developed an application segmentation methodology so that functional pieces could be shipped offshore.

4. Served as the liaison between the stateside and offshore teams to assist in the development of project plans, define requirements, develop schedules, and manage deliverables for comp, and assist in reintegration.

5. Developed and implemented QA practices for offshore team.

6. Created a reintegration process for the stateside team.

Result

Reduced resource needs and saved the client more than $500,000 annually by improving productivity. Offshore productivity improved 65% after the reengineering activities were initiated and completed.


Who

State of Ohio Government Agency

When

2003-2004

What

Managed replacement of a campaign finance accounting and reporting system

  • Project Type

Application development and system integration

  • Project Size

Staff: 28 Matrixed, Client Investment: $1.6M

  • Technologies

RUP, Use Cases, J2EE, .NET, C#, SQL 2000

  • Responsibilities
  1. Managed requirements gathering, scope, issues, risk, and schedule all stages of the project from initiation through closure.
  2. Bottom-line accountability for deliverables-based engagement.

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