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The Standish Group

The Standish Group’s mission is to change the world in the way software projects are managed. The new dawn in software project management will result in healthier and more rapid software development. We will accomplish this through the promotion and advancement of software value techniques and philosophies. Our philosophy is based on: 1) Group refection 2) Intensive primary research and 3) Constant feedback.

Advice Articles

Abstinence

The Standish Group suggests you understand the reasons of abstinence. 

Accountable Training

The Standish suggests that it is the responsibility of every member of the project team to be accountable for self-improvement.

Arrogance

The Standish Group suggests you manage arrogance.

Assigned tasks

The Standish Group suggests you consider Dr. Dinis Miranda’s research.

Awareness

The Standish Group suggests you focus on creating and maintaining awareness. 

Balancing Act

The Standish Group suggests you balance your case.

Blink Clarity

Before your team can make effective decisions, the executive sponsor must first clarify what he or she wants to accomplish.

Blink Goals

Set concrete goals. 

Blink Overview

While thinking is clearly necessary, and important, don’t spend too much time doing it!

Business communications

The Standish Group suggests that for any project to succeed the project team must is talk to the users in their language and customs.

Celebrate Events

The Standish Group suggests after a major event or the end of the project the executive sponsor should hold an event, like a party or dinner out.

Celebrate Overview

The Standish Group suggests that It's important to celebrate success.

Celebrate Recognition

The Standish Group suggests that one the easiest and most effective methods of celebrating is through recognition of an accomplishment.

Celebratory Reward

The Standish Group suggests a celebratory reward.

Chevron's Retailer Alliance Project

The Standish Group team reviewed the Chevron's Retailer Alliance Project.  

Collaboration

The Standish Group suggests you consider Dr. Dinis Miranda’s research.

Commitment Knowledge

Prior to accepting the role of executive sponsor, the person must have a full understanding of the project.

Commitment Overview

It is crucial that the executive has a vested business interest and a commitment to a successful outcome.

Commitment Roles

The executive sponsor needs to know his or her basic role and be aware of his or her responsibilities prior to making a commitment.

Common ground

The Standish Group suggests that common group is where the users agree to features, functions, and requirements.

Community

The Standish Group suggests creating and maintaining a community facilitates a healthy PM ecosystem.

Competency

The Standish Group suggests that successful projects need smart, trained people.

Daikin America's ERP Project

The Standish Group team reviewed the Daikin America's ERP Project.

During Development:

The Standish Group suggests that pruning during development is like contractors cleaning up their work environment before they go home.

Edification: Five Deadly Sins

The Standish Group suggests the executive sponsor understand the five deadly sins of project management. 

Edification: Overview

The Standish Group suggests executive sponsorship begins with basic education on the project management process with the executive sponsor’s roles and responsibilities. 

Edification: Project Management Process

The Standish Group suggests the executive sponsor needs to understand the process regarding how the project or program will be carried out. 

Edification: Resources

The Standish Group suggests the executive sponsor needs to understand what resources are needed for the project and how the team will obtain and use these resources. 

Elastic

The Standish Group suggests having a flexible formal process can improve the success rate.

Exclusion

The Standish Group suggests that exclusion is where you cannot achieve common ground and trade-offs will not work.

Feature-Function Benefit

The Standish Group suggests consider each feature-function benefit. 

Fidelity's Vantage 20/20 Project

The Standish Group team reviewed the Fidelity's Vantage 20/20 Project.

 

General Business Knowledge Transfer

The Standish Group suggests that the project team help the users learn how they can transfer the users understanding of the business.

Good Evangelist

The Standish Group suggests you profile the kind of person who makes a good evangelist.  

Honor

The Standish Group suggests honor starts with management values.

 

Integris' Regional Hospital Project

The Standish Group team reviewed the Integris' Regional Hospital Project.

Interaction

The Standish Group suggests that a good project management methodology builds in interaction among team members as well as the user community.

Issue Goal

The Standish Group suggests setting a target for both timing and participation.

Issue Response

The Standish Group suggests that Issue response is both timely and truthful will help create the bond between the project manager and the executive sponsor.

 

Iterative

The Standish Group suggests project success requires an iterative development style.

Kill Switch Business Triggers

The Standish Group suggests that every project have a business trigger.

Kill Switch Investment Triggers

The Standish Group suggests that every project have an investment trigger.

Kill Switch Overview

The Standish Group suggests that every project should have a kill switch.

Kill Switch Technical Triggers

The Standish Group suggests every project have a technical trigger.

List of Evangelists

The Standish Group suggests you keep a list of evangelists.

Maintaining Chemistry

The Standish Group suggests monitoring is a key process of maintaining chemistry.

Measurements: History

The Standish Group suggests that the average project will have 2.1 restarts, so there is a good chance that the current project has been tried before.

Measurements: Overview

The Standish Group suggests that a successful project completion is contingent upon reaching specified goals. 

Measurements: Role Models

The Standish Group suggests that the project manager have access to similar projects to use as role models against the current project.

Measurements: Tracking

The Standish Group suggests that the executive sponsor have the team develop a method to present the progress of the project in an easy-to-understand form.

Negotiate Information

The Standish Group suggests that the executive must understand the real needs, not just the expressed needs.

Negotiate Overview

The Standish Group suggests that putting together a successful project plan requires negotiation.

Negotiate Power

The Standish Group suggests all power resides and emanates from the executive sponsor whether or not he or she realizes this fact.

Negotiate Time

The Standish Group suggests that time is an area of considerate consternation for many executive sponsors.

Operational Knowledge Schooling

The Standish Group suggests that the project team help the users transfer the understanding of the business processes.

Outcomes Mockups

The Standish Group suggests doing mockups. 

Outcomes Models

The Standish Group suggests doing models. 

Outcomes Overview

The Standish Group suggests it is important to demonstrate results along the way.

Outcomes Steppingstones

The Standish Group strongly suggests doing steppingstones.

Pipeline of Projects

The Standish Group suggests instead of doing estimates for project costs, create a pipeline of projects,

Planning

The Standish Group suggests that planning includes identifying and obtaining the right positions for the project, ensuring availability of sufficient resources, and providing training, if necessary. 

PM Process Knowledge

The Standish Group suggests that the project team help the users understanding how the project will be executed.

Position

The Standish Group suggests that projects are a team sport. In a team environment, everyone should know his or her place and position.

Primary Research

The Standish Group suggests project leaders must understand why and how to conduct primary research.

Prune Before Development

The Standish Group suggests that before development is the cheapest place in cutting out duplication and low value features and functions.

Pruning After Implementation

The Standish Group suggests that pruning after implementation is like maintaining your car or home.

Quality relationship

The Standish Group suggests that a quality relationship begins with creating a cooperative environment with mutually agreeable ground rules for effective teamwork.

Rapport

The Standish Group suggests that for any project to succeed the project team must build a rapport with the users. 

Respect

The Standish Group suggests you never fail to show respect for users.

Retrospective

The Standish Group suggests learning how to execute and get value from retrospectives.

Schooling Overview

The Standish Group suggests that users and user groups need to understand their roles and responsibilities.

Simple Vision: Business Language

The Standish Group suggests a simple vision should be communicated in the context and language of the business, not in IT terms. 

Simple Vision: Life Cycle

The Standish Group suggests simple vision should encompass project benefits for the short, mid, and long term of the project's life cycle.

Simple Vision: Overview

The Standish Group suggests you develop and maintain a clear and simple vision statement. 

Simple Vision: Succinct

The simple vision should be concise and to the point.

Small Teams

The Standish Group suggests small teams are Hot Groups. 

Soapbox Channels

The Standish Group suggests you have multiple channels to communicate.

Soapbox Collaboration tools

The Standish Group suggests you have multiple ways to collaborate.

Soapbox Overview

The Standish Group suggests in order to maintain a quality relationship with the users you need to create a platform for communications.

Speed Saves Projects

The Standish suggests speed will save projects.

Standard Protocols

The Standish Group suggests you consider three basic collaboration processes found by Dr. Dinis Miranda’s research.

Steppingstones

The Standish Group suggests that projects should use steppingstones.

Strategy

The Standish Group suggests that strategy is how to execute the project plan. 

Tactics

The Standish Group suggests that tactics is executing the plan and strategy. 

The Plan Activities

The Standish Group suggests that the executive plan should include a description of the project’s scope with a list of activities.

The Plan Business Problem

The Standish Group suggests that the full project plan should have a preamble,

The Plan Overview

The Standish Group suggests that a project plan must be well thought out and well articulated to all parties involved... 

The Plan Solution

The Standish Group suggests that the executive plan should have an overview of the solution. 

Toxic Action

The Standish Group suggests action is required

Trends

The Standish Group suggests using trends.

Tune in from the inside Out

The Standish Group suggest you tune in from the inside out.

Tune in from the Outside In

The Standish Group suggest you tune in from the outside in.

Tuned In

The Standish Group suggest you tune in.

User ID

The Standish Group suggests that for any project to succeed, it is crucial to first correctly identify the proper user. 

User Means

The Standish Group suggests that for any project to succeed it needs a user or users that has the knowledge and understanding of the current business process. 

User Motive

The Standish Group suggests that for any project to succeed it needs a user or users that wants to help the project and see it to a rapid successful completion and implementation.

User Opportunity

The Standish Group suggests that for any project to succeed is the capability of the right users to participant in the efforts.

Velocity Overview

Fast decision-making requires a decision pipeline.

Velocity Steppingstone

Projects should have small but significant deliverables. 

WorldCom's SHERIFF Project

WorldCom was faced with multiple legacy fraud applications and old technology that was not flexible.

Jim JohnsonJim
Johnson
Keith KerrKeith
Kerr
Timothy ChouTimothy
Chou
Kirby WadsworthKirby
Wadsworth
Mike  Sledge Mike
Sledge
Daniel LangermannDaniel
Langermann

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