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Is the model that give me to me along the years the posibility to address the needs in the orgtanizaion projects and programs I have worked on. Including that is an "Agile ready" (really Agile, not software or method or process related) model to use not only in software product but in any type or products. Take a look to the book. And remember you can use it for any type of product.
"Visualizing Project Management: Models and Frameworks for Mastering Complex Systems
Autores Kevin Forsberg, Hal Mooz, Howard Cotterman
Editor John Wiley & Sons, 2005
ISBN 0471746746, 9780471746744
I'm sure you have already done some research and understand it is simply a variation of the traditional Waterfall model.
Our implementation is not rigid, and I tend to put the importance of the the product/project ahead of the model itself. We follow an offshore-v-model, whereas most of that v is in a 'black box'.
As the BA, I work with the business to get the requirements completed and approved, then work with the offshore development team to ensure an understanding of those requirements. At this point, I am the product owner, working on behalf of the business in providing answers to questions around the requirements and ultimate vision of the product. The business owns the vision, but my efforts to understand their problems, goals, and intent gives me the ability to head most questions 'off at the pass'.
There are essentially three facets of a single project - requirements, build/test, UAT. Once the requirements complete the analysis with the offshore team, the offshore model takes over - estimation, design, build, unit test, integration test, system test, UAT deployment. Those activities follow their schedule based on their estimations. It is those estimations that drive the timeline with the business, unless the business themselves have a finite timeline, then its a matter of scope and resource capacity.
As the PM, I will coordinate and track all these efforts, consolidating into a single schedule. For this model, delivery into UAT is offshore's hand over back to onshore to complete the project. From here, I'll work with the business to complete UAT to ensure approval in time to secure a timely production deployment, which has its own activities - approvals and requests.
I hopefully was able to provide some insight for you. This is simply what our team does in a larger organization with our own offshore team. Our team is within IT, engaged when projects require the platforms under our support and control.
Thank you! your insightful response was very much appreciated. I will also check out your recommended resource.
Thank you for sharing the intricacies of the VEE Model with me: I do not know if you understand that most researchers do not do this kind of in-depth research on innovation models.:) I recently learned about the Waterfall model and ran into the VEE Model for process management as well.
The V-model has been around a long time and has many variations. Its just a different way of looking at SDLC and focuses more on matching each item on the left of V matching up with a test/validation on the right side of the V. For innovation, check out Gartner's Hype Cycle. For lower-level process management, check out the ETVX model.
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