[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"detail-sidebar-cat-1-en-105":3,"doc-seo-241894-105":53,"doc-detail-241894-en":127},{"code":4,"msg":5,"data":6},0,"success",[7,14,19,24,29,34,39,44,49],{"id":8,"doc_module":9,"doc_module_name":10,"category_name":11,"show_sort_weight":12,"slug":13},11,1,"Template","Presentations",90,"presentations",{"id":15,"doc_module":9,"doc_module_name":10,"category_name":16,"show_sort_weight":17,"slug":18},12,"Resumes",80,"resumes",{"id":20,"doc_module":9,"doc_module_name":10,"category_name":21,"show_sort_weight":22,"slug":23},14,"Invoices",70,"invoices",{"id":25,"doc_module":9,"doc_module_name":10,"category_name":26,"show_sort_weight":27,"slug":28},15,"Posters",60,"posters",{"id":30,"doc_module":9,"doc_module_name":10,"category_name":31,"show_sort_weight":32,"slug":33},16,"Social Media",50,"social-media",{"id":35,"doc_module":9,"doc_module_name":10,"category_name":36,"show_sort_weight":37,"slug":38},17,"Forms",40,"forms",{"id":40,"doc_module":9,"doc_module_name":10,"category_name":41,"show_sort_weight":42,"slug":43},18,"Letters",30,"letters",{"id":45,"doc_module":9,"doc_module_name":10,"category_name":46,"show_sort_weight":47,"slug":48},21,"Paper Templates",5,"papers-templates",{"id":50,"doc_module":9,"doc_module_name":10,"category_name":51,"show_sort_weight":4,"slug":52},158,"General","general-158",{"code":4,"msg":54,"data":55},"ok",{"site_id":56,"language":57,"slug":58,"title":59,"keywords":60,"description":61,"schema_data":62,"social_meta":120,"head_meta":122,"extra_data":124,"updated_unix":126},105,"en","a-strategic-approach-for-implementing-project-management-best-practices-the-project-model-with-eds-pmo-and-sepg","A Strategic Approach for Implementing Project Management Best Practices - The Project Model - with EDS PMO and SEPG","","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.",{"@graph":63,"@context":119},[64,80,102],{"@type":65,"itemListElement":66},"BreadcrumbList",[67,71,74,77],{"item":68,"name":69,"@type":70,"position":9},"https://docshare.wps.com","Home","ListItem",{"item":72,"name":10,"@type":70,"position":73},"https://docshare.wps.com/template/",2,{"item":75,"name":11,"@type":70,"position":76},"https://docshare.wps.com/template/presentations/",3,{"item":78,"name":59,"@type":70,"position":79},"https://docshare.wps.com/template/a-strategic-approach-for-implementing-project-management-best-practices-the-project-model-with-eds-pmo-and-sepg/241894/",4,{"url":78,"name":59,"@type":81,"image":82,"author":87,"headline":59,"publisher":90,"fileFormat":93,"inLanguage":57,"description":61,"dateModified":94,"datePublished":95,"encodingFormat":93,"isAccessibleForFree":96,"interactionStatistic":97},"DigitalDocument",{"url":83,"@type":84,"width":85,"height":86},"https://docshare.wps.com/thumbnails/a-strategic-approach-for-implementing-project-management-best-practices-the-project-model-with-eds-pmo-and-sepg/241894.png","ImageObject",442,249,{"name":88,"@type":89},"Paura","Person",{"url":68,"name":91,"@type":92},"DocShare","Organization","application/pdf","2026-10-14","2026-09-12",true,{"@type":98,"interactionType":99,"userInteractionCount":101},"InteractionCounter",{"@type":100},"ViewAction",6,{"@type":103,"mainEntity":104},"FAQPage",[105,111,115],{"name":106,"@type":107,"acceptedAnswer":108},"Why was a strategic Project Model needed at the EDS Wireless Division?","Question",{"text":109,"@type":110},"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.","Answer",{"name":112,"@type":107,"acceptedAnswer":113},"What organizational structures were created to drive the initiative?",{"text":114,"@type":110},"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.",{"name":116,"@type":107,"acceptedAnswer":117},"Which methodologies and tools were adopted to standardize execution?",{"text":118,"@type":110},"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.","https://schema.org",{"og:url":78,"og:type":121,"og:title":59,"og:site_name":91,"og:description":61},"article",{"robots":123,"canonical":78},"index,follow",{"doc_id":125,"site_id":56},241894,1791715321,{"code":4,"msg":5,"data":128},{"doc_id":125,"user_id":129,"nickname":88,"user_avatar":130,"doc_module":9,"category_id":8,"category_name":11,"doc_title":59,"doc_description":61,"doc_content":131,"file_id":132,"file_url":133,"file_type":134,"file_size":135,"view_count":101,"is_deleted":4,"is_public":9,"is_downloadable":9,"audit_status":9,"page_count":47,"language":136,"language_code":57,"site_id":56,"html_lang":57,"table_of_contents":137,"faqs":138,"seo_title":139,"seo_description":61,"update_tm":140,"read_time":73},13056712833777,"https://ap-avatar.wpscdn.com/davatar_29158cc5080c5b710cf443261637dec0","A Strategic Approach for Implementing Project Management Best Practices—The Project Model  \nUnmesh Gundewar, Wireless Division, EDS  \nRay Tang, Wireless Division, EDS  \nBackground  \nOrganizations 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.  \nThe 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.  \nIn 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.  \nBusiness Needs for Implementing Project Management  \nDue 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.  \nSenior 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.  \nFollowing 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-  \nment. 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.  \nMaking Progress  \nAs 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:  \nAdopting PM 2 as Project Management Methodology  \nTo 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.  \nPM 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.  \nThe PMO believed that implementing PM 2 offered the following benefits:  \n• Allows effective use of team members’ skills and time  \n• Provides the means to assess changes and their impact on cost, schedule, and resources  \n• Increases project successes, therefore maintaining current customer base and generating new business  \n• Provides the structured environment necessary to realize the benefits of improved methods and tools  \n• Reinforces consistent, repeatable processes and therefore allows continuous improvement.  \nAdopting SLC 3 as Systems Engineering Methodology  \nTo 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  \nProceedings of the 29th ","cbCaioMWv3W5rWLc","https://ap.wps.com/l/cbCaioMWv3W5rWLc","pdf",137111,"English","# Background\n## Business Needs for Implementing Project Management\n## Making Progress\n### Adopting PM 2 as Project Management Methodology\n### Adopting SLC 3 as Systems Engineering Methodology\n### Developing Project Management Guide and Project Management Workbook\n### Conducting Project Management Training\n### Completing an EDS Mini-assessment","[{\"question\":\"Why was a strategic Project Model needed at the EDS Wireless Division?\",\"answer\":\"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.\"},{\"question\":\"What organizational structures were created to drive the initiative?\",\"answer\":\"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.\"},{\"question\":\"Which methodologies and tools were adopted to standardize execution?\",\"answer\":\"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.\"}]","A Strategic Approach for Implementing Project Management Best Practices - The Project Model - with EDS PMO and SEPG | PDF",1789182654]