A Strategic Approach for Implementing Project Management Best Practices - The Project Model - with EDS PMO and SEPG

Sep 12, 2026

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A strategic, institution-building approach to implementing project management best practices in a rapidly growing organization is presented through the EDS Wireless Division’s Project Model. The document explains how business pressures triggered initial slow progress, then a focused program was created to establish repeatable requirements and project management processes. It details the creation of a PMO and SEPG, the adoption of PM 2 and SLC 3, development of guides and workbooks, staff training, and baseline mini-assessment to track improvement and drive customer and employee satisfaction.

LanguageEnglish

CategoryPresentations

FormatPDF

Pages5

Reading Time2 min

AccessFree to download

Background

Business Needs for Implementing Project Management

Making Progress

Adopting PM 2 as Project Management Methodology

Adopting SLC 3 as Systems Engineering Methodology

Developing Project Management Guide and Project Management Workbook

Conducting Project Management Training

Completing an EDS Mini-assessment

A Strategic Approach for Implementing Project Management Best Practices—The Project Model Unmesh Gundewar, Wireless Division, EDS Ray Tang, Wireless Division, EDS Background Organizations face difficulties implementing project management best practices while sustaining business objectives because the effort is often not focused, consequently a disproportionate amount of time and resources are required. The Wireless Division of EDS’ Communications Industry Group experienced tremendous growth. In just six years, our employee base grew three hundred percent and our revenue increased twenty-five times. In this environment, business needs drove us to implement project management best practices. Initial progress was slow, with scattered results and a lack of synergy across the organization. Assessing the situation, we developed a more strategic approach for implementing these practices: the Project Model. The outcome of this decision has been quite positive for the organization, contributing to improved customer and employee satisfaction. Business Needs for Implementing Project Management Due to strong business growth, we faced difficulties in meeting customer expectations. We suffered enormous staff turnover and morale hit rock bottom. In order to sustain the business, it was imperative that we develop repeatable processes for project management, standardize requirements management to improve quality, meet customer needs, and reduce attrition. Senior management got together and conducted a project management quality check. During the assessment, it was confirmed that the division needed repeatable requirements management and project management practices. Following an action plan based on the assessment, senior management established the Project Management Office (PMO) and the Software Engineering Process Group (SEPG) to lead the effort, formed initiative teams to develop processes, monitored the progress, and established a recognition program. Their goal was to improve software product quality, and employee and customer satisfaction through institutionalization of project manage- ment. They hoped to achieve their goal by leveraging methodologies and standards developed by EDS’ corporate office, and by building a process repository for software projects within the Wireless Division. Making Progress As with many other organizations, the Wireless Division made progress in some areas. The division’s accomplishments within two years since forming the SEPG and PMO include the following: Adopting PM 2 as Project Management Methodology To speed up the process, the PMO adopted Project Management Version 2 (PM 2) developed by EDS’ corporate office as the division’s project management methodology backbone. The plan was to use PM 2 as abase and develop project management processes and procedures relevant to the division. PM 2 is based on Software Engineering Institute (SEI) practices and Project Management Institute (PMI) fundamentals. The methodology addresses scope, quality, resource, schedule, risk, communication, contract, and financial management. The PMO believed that implementing PM 2 offered the following benefits: • Allows effective use of team members’ skills and time • Provides the means to assess changes and their impact on cost, schedule, and resources • Increases project successes, therefore maintaining current customer base and generating new business • Provides the structured environment necessary to realize the benefits of improved methods and tools • Reinforces consistent, repeatable processes and therefore allows continuous improvement. Adopting SLC 3 as Systems Engineering Methodology To ensure that institutionalization also covers software engineering activities, the SEPG quickly brought in Systems Life Cycle Version 3 (SLC 3), a comprehensive systems engineering methodology from EDS corporate. It defines the major systems engineering activities and Proceedings of the 29th

FAQs

Why was a strategic Project Model needed at the EDS Wireless Division?

Organizations struggled to implement project management best practices while maintaining business objectives, leading to dispersed effort and heavy time and resource demands. The Wireless Division experienced slow progress and lack of synergy, prompting a more focused model.

What organizational structures were created to drive the initiative?

Senior management established the Project Management Office (PMO) and the Software Engineering Process Group (SEPG). They formed initiative teams, monitored progress, and implemented a recognition program to institutionalize project management.

Which methodologies and tools were adopted to standardize execution?

The division adopted PM 2 as the core project management methodology and brought in SLC 3 for systems engineering. The PMO also developed a Project Management Guide and Workbook, and organized training plus an EDS mini-assessment to track improvement.

Sep 12, 2026

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