Project Management Gets Little Attention Project-management tools work, but few IS departments are using them. But as it turns out, UMB Bank of Kansas City, Mo., is an exception to the rule. The institute's five-level Capability Maturity Model for Software charts the maturity, consistency, and effectiveness of an IS organization's processes for developing, maintaining, or procuring software. In the first level, the software development process is ad hoc, occasionally even chaotic, with few defined parameters.
Success often depends on individual heroics.
The ad hoc nature of project and resource management in most IS shops means lost time and money, says Light. UMB isn't tracking dollars either, says Tom Cox, the bank's process-control manager.