Two-layer project management model
I would like to briefly focus on the differences between the product and the project, and more precisely between the product development project, and the actual product development. Some articles on project management in IT, in my opinion, do not draw a good line between these two objects, but in my opinion they are very different.
First of all, the point is that the result of the project is not only a product, and not even so much a product as a satisfied Customer and money received from him. Customer satisfaction is achieved by delivering a quality product on time, then the Contractor has the right to expect money. All this is achieved by appropriate management.
From this we can conclude that project management and product development are different categories.
The difference is in those phases of the project and the actions in these phases that are undertaken by the project manager. Everything that is usually written about Agile is mainly related to managing the product development process, namely the process, not the project.
The essence can be understood from the picture, kindly borrowed from the book of S.A. Misha "Project Business".
Life cycle development is included in the life cycle of the project. And we can recall that the product life cycle includes the life cycle of the project (for example, according to GOST 12207). Consequently, the quality of management determines the quality of the future life of the product.
Moreover, it is the project management, and not the product development process, that determines the success of the project. Just follow, for example, Agile is not a project technology, but a step-by-step one. A project that includes planning already has at least two elements of Waterfall, namely Planning and Execution. Why is planning necessary, and why is turn-based technology worse? This can be illustrated by another picture from the book "Project Business".
In fact, it all comes down to the definition of the project that you give your (corporate) projects. If this is a temporary enterprise for achieving results (according to PMBOK), then this will be a temporary enterprise for achieving results. If the projects are quite similar to each other, and follow a certain technology of product development, then you can determine more accurately. From this point of view, Agile is a product development technology, and the project management standard is separate.
Why even separate flies from cutlets? Then, that project management and product development management should be done separately to understand what brings us in case of failure. For example, a poor-quality product is the result of poor technology, not project management. At the same time, low margin from the project is the result of poor project management, including possibly a poor technology choice.
In general, weigh the pros and cons when deciding how to develop a product. Thank you for your attention, do not forget to write managerial activities in the plans, and good luck in improving!
What are we talking about?
First of all, the point is that the result of the project is not only a product, and not even so much a product as a satisfied Customer and money received from him. Customer satisfaction is achieved by delivering a quality product on time, then the Contractor has the right to expect money. All this is achieved by appropriate management.
From this we can conclude that project management and product development are different categories.
What is the difference?
The difference is in those phases of the project and the actions in these phases that are undertaken by the project manager. Everything that is usually written about Agile is mainly related to managing the product development process, namely the process, not the project.
| Project management | Product development | |
| Project Opening | Drafting of contracts, charters, recruitment of the project team, installation meetings, preliminary planning | Nothing yet |
| Project start | Planning, organization of work, meetings | Drawing up technical specifications, prototyping, collecting requirements |
| Mid-project | Risk management, change management | Coding, testing, documentation |
| Project completion | Organization of acceptance | Correction of defects from acceptance, transfer to support |
| Project closure | Documentation of experience, both design and product | Already nothing |
The essence can be understood from the picture, kindly borrowed from the book of S.A. Misha "Project Business".
Life cycle development is included in the life cycle of the project. And we can recall that the product life cycle includes the life cycle of the project (for example, according to GOST 12207). Consequently, the quality of management determines the quality of the future life of the product.
So why all this?
Moreover, it is the project management, and not the product development process, that determines the success of the project. Just follow, for example, Agile is not a project technology, but a step-by-step one. A project that includes planning already has at least two elements of Waterfall, namely Planning and Execution. Why is planning necessary, and why is turn-based technology worse? This can be illustrated by another picture from the book "Project Business".
In fact, it all comes down to the definition of the project that you give your (corporate) projects. If this is a temporary enterprise for achieving results (according to PMBOK), then this will be a temporary enterprise for achieving results. If the projects are quite similar to each other, and follow a certain technology of product development, then you can determine more accurately. From this point of view, Agile is a product development technology, and the project management standard is separate.
Conclusion
Why even separate flies from cutlets? Then, that project management and product development management should be done separately to understand what brings us in case of failure. For example, a poor-quality product is the result of poor technology, not project management. At the same time, low margin from the project is the result of poor project management, including possibly a poor technology choice.
In general, weigh the pros and cons when deciding how to develop a product. Thank you for your attention, do not forget to write managerial activities in the plans, and good luck in improving!