The Heritage and Power of the Integrated PM/SEProject Cycle

摘要

Organizations that successfully transition from ad-hoc work practices to a repeatable,rncontrolled process usually transition first to a project cycle and then to a gated project cycle tornmanage accomplishments.rnBy examining past and present project cycles, we can identify the primary concerns of thernindustries for which the cycles were designed. For example, project cycles of governmentrnprojects tend to be representations of the technical development or systems engineering (SE)rnprocess, while project cycles of commercial organizations tend to reflect the pursuit of thernbusiness case and project management (PM) approach. It is unusual to find fully integratedrnproject cycles that address both the business (PM) and technical aspects (SE) as an integratedrnprocess.rnFully integrated project cycles that reflect both project management and systems engineeringrnstrategic objectives and tactical approach should depict the three aspects of phased expectations:rnbusiness, budget, and technical. The business and budget aspects are highly project managementcentric,rnwhile the technical aspect reflects the systems engineering (solution development) cycle.rnThe three aspects must be constructed congruently and must remain congruent to ensure projectrnand system integrity and the associated high probability of success. Imbedded control gatesrnshould punctuate the cycle to focus development creativity on the elaboration of the technicalrnbaseline and satisfaction of the business case, which may be evolving over time due to marketrnforces independent of the evolving technical baseline.