Software companies are starting to realize the importance of utilizing underutilized technology. As on a prince 2 Training London course.

Project management plays an important role in the success of a software company.  Used effectively, it can be a valuable tool in ensuring your success.  But, when done incorrectly it can be a drain on your bottom line.

To ensure maximum utilization of your new release and to help make it a success we will address some basics of project management.


The most important ingredient is persistence.  Take time to document your conversations, both formal and informal.  Allow for the questioning, evaluating, and changes at the appropriate times.  If you are idea-driven, write it down.  Economize your time before you started the project and allow time for implementation, training, etc.  And of course, don’t be afraid to change or abandon the plan as circumstances permit.

Dynamic workforce

In a software company each and every individual often has a different way of working.  Cases of project completion usually result in one or more employees leaving.  Many of those employees have been with the company for years.  A key to success is retaining employees who have a dedication to quality and customer satisfaction.  It is easy to lose the “aha” moments after dozens of projects.  During times like these, think about developing a good retention plan and talk to your employees about it.

Business drivers

Each project should have its own unique set of time.  For example, some are on call and some are project-based.

On a project-based agreement, it is always necessary to analyze how the project fits into the company’s overall priorities.

Trending trends should be evaluated and usually documented in the executive summary.

One such summary might include the priority list, the organization, the committed organizations, and a reasonable estimate of when the deliverables are supposed to be delivered. And stay within the scope of what the release package can deliver.  Allow more time for built-in testing and release management.


Motivation is key to success.  Assuming you have a good understanding of the requirements, it is often not enough to motivate your staff.   The business demands that the users be right, and they are.  But that reality is soon offset by the small and constant cost.

Some of the tactics to motivate staff members include:

These are tactics to introduce, not motivate.  The first part is, of course a true statement but what does that say if the release goes wrong?

Expand into partnership

For big projects with large investments, it’s occasionally helpful to work with competitors.  This is not always a bad thing.  While small releases might be more cost-effective and geared more toward getting to a critical mass market, they are less core to a company than on larger projects.

Try the demo before the project is rolled out much more often.  Pit the demo against the unit in the market.  What is your competitive advantage?  Or get your product to an early adopter group for review before the project.  Probably there is no smaller set of eyes looking at the product, and probably a group of early adopters can mostly influence the product consensus.

Ppermodize, don’t improvise

Don’t fall behind any other resources or expertise in your company.  You want to be first of mind to the market.  The easiest way to do that is to recognize that any competitor who is, will be.  You will be the first line of contact for them to recommend your company so don’t be an irrelevant minor player.


You don’t want to be like “there was”, “prove to be” or “had to”.

Try a site tour, but don’t cook the books.  Don’t offer the lowest price, you want to be a DECexperienced (don’t increase the price after the product is bought).

Don’t overuse a feature until it is clear and obvious that it proves your point.  Allow room for debate.  If you expect the proposal to be put in once and made then you will have too many competitors who will be on you waiting for the opportunity to make theirs look better.

Don’t add the expense to a project without adding benefit to the company and/or to the target market.

Continual innovation

The dynamics of software projects are such that you can only make incremental improvements.  DECexperienced that is eating increase in quantity while their smaller competitors reevaluate and reduce the cost of production.  These implications will predetermine the direction and importance of technology purchases.

Manufacturing management is frequently Distribution Oriented.  As a result, they will also become more significant contributors to the design team.

CMM Aim has already committed itself to pay attention to design and design automation.  It is not uncommon for projects to be selected from the deployment end of the project.