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Table Of Contents

What Is a Software Development Project?
Examples of Two Software Development Projects
What Is Software Development Project Management?
What Are the Characteristics of the Software to Be Developed?
Quadrant 1: Goal and Solution Are Clearly Specified
Specification Versus the Complexity/Uncertainty Domain
Change Versus the Complexity/Uncertainty Domain
Business Value Versus the Complexity/Uncertainty Domain
Balancing Staff, Process, Technology
Staff-Driven Environments
Process-Driven Environments
Technology-Driven Environments
Discussion Questions
The Contemporary Software Development Landscape
Characteristics of Linear SDPM Strategy Projects
Characteristics of Incremental SDPM Strategy Projects
Characteristics of Iterative SDPM Strategy Projects
Characteristics of Adaptive SDPM Strategy Projects
Characteristics of Extreme SDPM Strategy Projects
A Generic Template for Discussing SDPM Strategies
The Linear SDPM Strategy
Scope Phase
Plan and Launch Phases
Monitor and Control Phases
Close Phase
Types of Linear SDPM Strategies
Standard Waterfall Model
Variation to the Standard Waterfall Model
Rapid Development Waterfall Model
Solution Definition
Defining the Problem
Determining Causes
Generating Ideas for Solutions
Prioritizing Ideas
Defining and Managing Customer Requirements
Gathering Customer Requirements
Functional Requirements
Non-Functional Requirements
Global Requirements
Customer Sign-Off on Requirements
Customer Willingly Signs Off
Customer Unwilling to Sign Off
Project Overview Statement
Ensuring That a Linear SDPM Strategy Is Correct
Work Breakdown Structure Template
Dependency Diagramming
Cohesion and Coupling
Creating Independent Deliverables Sets
Project Scheduling
Resource Requirements
Team Leadership Model
Hierarchical Leadership Model
Team Leader Model
Organizing the Linear SDPM Strategy Project Team
Standard Waterfall
Rapid Development Waterfall
RASCI Matrix
Developing a Team Development Plan
Team Meetings
Managing Concurrent Swim Lanes
Project Review Sessions
Linear SDPM Strategy for the Standard Waterfall Model
Linear SDPM Strategy for the Rapid Development Waterfall
Scope Change Management
Management Reserve
Creating a Scope Bank
Changing SDPM Strategies
Milestone Trend Charts
Requirements Validation
Acceptance Test Procedures
Customer Sign-Off
Ceremonial Acceptance
Formal Acceptance
The Closing Phase
Deployment Strategies
Project File
Lessons Learned
Comparing and Contrasting the SDPM Models
Points to Remember
Risk Situations
Schedule Slippages
Resource Contention
Change Intolerance
Team Structure
The Incremental SDPM Strategy
Types of Incremental SDPM Strategies
Staged Delivery Waterfall Model
Feature-Driven Development
The Scoping Phase of an Incremental SDPM Strategy
Developing the Project Overview Statement of the Project
Defining the Number and Duration of Each Increment
Identifying the Functionality to Be Released in Each Increment
Allocating Management Reserve
Forming the Modeling Team
Conducting a Domain Walkthrough
Studying Documents
Developing Small Group Models
Developing a Team Model
Refining the Overall Object Model
Writing Model Notes
The Role of the RBS
In the Staged Delivery Waterfall Model
In the Feature-Driven Development Model
The Role of the Precedence Diagram
The Planning Phase of an Incremental SDPM Strategy
Decomposing the Requirements Breakdown Structure
Sequencing the Development Work
Building the Complete WBS
Estimating Task Duration
Estimating Resource Requirements
Building the Precedence Diagram
Creating the Initial Project Schedule
Modeling the Solution
Building the Feature List and Assembling Feature Sets
Developing the Feature Plan
Feature Sets Built Sequentially
Feature Sets Built Concurrently and Sequentially
The Launching Phase of an Incremental SDPM Strategy
Handling Scope Change
Comprehensive Increment Plan
Increment by Increment Plan
Scheduling Resources
Scheduling Increments
Scope Changes Can Be Affected by Precedence Relationships
Change to an Iterative SDPM Strategy
The Closing Phase of the Incremental SDPM Strategy
◆Understand the Closing Phase of the Incremental SDPM strategy
Acceptance Criteria
Project Completion Acceptance Criteria
Increment Lessons Learned
Project Completion Lessons Learned
Incremental Acceptance Criteria
Risk of Project Closure
Risk of Team Changes
Risk of Changing Priority
Risk of Schedule Slippages
Risk of Rework
Risk of Resource Contention
The Iterative SDPM Strategy
Types of Iterative SDPM Strategies
Evolutionary Development Waterfall Model
Idea Is Proposed
Developing and Prioritizing a List of Functionality
Sprint Planning Meeting
Demo Sprint Functionality
Rational Unified Process
Dynamic Systems Development Method
The Scoping Phase of an Iterative SDPM Strategy
Gathering Requirements
Generating the RBS
Defining the Functions and Features of the Initial Solution
Determining the Number and Time Box for the Iterations
Idea Creation
Defining the Required Functions
Prioritizing Functions
Establishing a Business Model
Crafting a High-Level Outline of the Phases and Iterations
Outlining the Plan to Build a Deliverables-Based WBS
Building a Quick Prototype
Defining Business Processes Affected by This Project
Prioritizing the Functionality
Developing the Dependency Structure Between Functionality
The Iterative SDPM Planning Phase
The Planning Phase of an Iterative SDPM Strategy
Identifying Those Functions Where Features May Be Missing
Prioritizing the Functions That Are Missing Features
Allocating Functions to Iterations
Creating the Project Schedule for This Iteration
Current Product Backlog
Prioritized Backlog
Sprint Backlog
Overall Plan
Iteration Duration and Number
Assigning Deliverables to Iterations
Tracking Project Performance
Iteration Plan
Outlining the Project Plan
Identifying and Prioritizing Functionality
Documenting Architectural Specifications
The Launching Phase of an Iterative SDPM Strategy
Processing Scope Change Requests
Handling Solution Handoffs
Handling Solution Rollout
Scheduling Iterations
The Closing Phase of the Iterative SDPM Strategy
Iteration Lessons Learned
Lessons Learned About Working with This Customer
Sprint Planning Meeting Lessons Learned
Sprint Lessons Learned
Solution Accepted
Revise Solution Design
Revise Functional Model
Repeat Business Study
Traditional Versus Agile Projects
Traditional Versus Agile Project Managers
Traditional Versus Agile Teams
Traditional Versus Agile Project Planning
Traditional Versus Agile Scope Change Management
Adaptive SDPM Strategy
The Adaptive SDPM Strategy
Types of Adaptive SDPM Strategies
Adaptive Project Framework
The Adaptive Scope Triangle
Definition of an Adaptive Project
What Is the Adaptive Project Framework?
APF Core Values
An Overview of the APF
Adaptive Software Development
The Scope Phase of an Adaptive SDPM Strategy
Overview of the Adaptive SDPM Scoping Phase
What Is the Version Budget and Timebox?
Project Vision Statement
Project Data Sheet
Project Mission Profile
Project Specification Outline
The Planning Phase of an Adaptive SDPM Strategy
Completing a Project Overview Statement
Reviewing Known Parts of the RBS
Determining Cycle Length
Determining Number of Cycles
Prioritizing Known Functionality
Determining the Functionality to Be Built
Determining the Probative Initiatives to Be Taken
Creating a Resource Managed Cycle Schedule
The Project Initiation Phase
Project Timebox
Optimal Number of Cycles and the Timebox for Each
Objective Statement for Each Cycle
Assign Primary Components to Cycles
Assign Technology Support and Components to Cycles
A Project Task List
The Launching Phase of an Adaptive SDPM Strategy
Discovery of New/Revised Functions
Customer Checkpoint
Questions to Be Asked During the Customer Checkpoint
Output from the Customer Checkpoint
Discussion Question
The Closing Phase of the Adaptive SDPM Strategy
The Just Completed Cycle
Traditional Versus Adaptive Projects
Traditional Versus Adaptive Project Managers
Traditional Versus Adaptive Teams
Traditional Versus Adaptive Project Planning
Traditional Versus Adaptive Scope Change Management
The Extreme SDPM Strategy
Types of Extreme SDPM Strategies
The Flexible Model
The Scoping Phase of an Extreme SDPM Strategy
Sponsor’s Vision
Collective Vision
1.Scoping meeting held
Scoping Meeting Held
Probable Future Scenarios Identified
Three-Sentence Project Skinny Agreed To
Project Boundaries Agreed To
Program Breakdown Structure Agreed To
Project Imperatives Agreed To
Product Vision Agreed To
Project Win Conditions Agreed To
Benefits Map Drafted
Wow! Factor Identified
Project Uncertainty Profile Updated
The Planning Phase of an Extreme SDPM Strategy
Next Cycle Functionality
Next Cycle Probative Initiatives
Validation of Next Cycle Length
Step 1: Review and Update the Collective Vision
Step 2: Review the Project Uncertainty Profile
Step 3: Decompose the Project into a Set of Deliverables
Step 4: Estimate the Size of Each Deliverable
Step 6: Select a Development Life Cycle
Step 7: Schedule the Deliverables
Step 8: Agree on Timeboxes
Step 9: Assess Technical and Support Requirements
Step 10: Assess Team Requirements
Step 11: Identify Development Tools
Step 12: Produce a Risk Management Grid
The Launching Phase of an Extreme SDPM Strategy
SPeculate Phase
Incubate Phase
REview Phase
What Are the Results to Date Versus Your Original Goal?
Has the Project Priority Changed?
How Do You Intend to Realign with the Original Goal?
The Closing Phase of the Extreme SDPM Strategy
◆Understand the Closing Phase of the Extreme SDPM strategy
New Probative Initiatives
Extended Probative Initiatives
Abandoned Probative Initiatives
Solution Types
Acceptable Solution
Unacceptable Solution
Deployment of the Solution
Benefits and Recognition
Benefits Tracked and Harvested
Traditional Versus Extreme Projects
Traditional Versus Extreme Project Managers
Traditional Versus Extreme Teams
Traditional Versus Extreme Project Planning
Traditional Versus Extreme Scope Change Management
The Perspective of the Enterprise
From the Perspective of the Customer
From the Perspective of the Project Manager
From the Perspective of the Development Team
Tracking Where You Are
Process Tracking
Practice Tracking
Project Tracking
Earned Value Analysis
Other Warning Signs
Where Do You Want To Go?
Review POS
Gather Requirements
Gather requirements
Assess State of Solution Completeness
Choose SDPM Strategy
The Enterprise Environment
The Sponsor
Your Experience with the Customer
The Physical Location of the Project Team
The Criticality of the Project
Continuously Monitor the Project
How Will You Get There?
Assess Process Effectiveness
Determine Process Goals
Prioritize Process Goals
Select Process for Improvement
Identify Improvement Initiatives
Launch Improvement Projects
Compare Results against Goals
Figures Master File
The Changing SDPM Landscape
Traditional Project Management
Agile Project Management
Putting It All Together
Parts of the POS
Stating the Problem/Opportunity
Establishing the Project Goal
Defining the Project Objectives
Identifying Success Criteria
List Assumptions, Risks, and Obstacles
Conditions of Satisfaction
Business Outcomes
Milestone Reviews
The Volere Process
What Are Requirements?
What Kinds of Requirements Are There?
Refining the Product Definition
Managing Changing Requirements
Volere Requirements Process
Trawl for Knowledge
The Shell
Fit Criteria
Quality Check
Analyzing the Specification
Generating the WBS
Top-Down Approach
Team Approach
Sub-team Approach
Bottom-Up Approach
Intermediate WBS for Large Projects
Six Criteria to Test for Completeness in the WBS
Start/Completion Is Measurable
Start/End Events Are Clearly Defined
Activity Has a Deliverable
Time and Cost Are Easily Estimated
Activity Duration Is Within Acceptable Limits
Work Assignments Are Independent
Approaches to Building the WBS
Organizational Approaches
Noun-Type Approaches
Verb-Type Approaches
Other Approaches
Business Function
Estimating Time, Cost, and Resource Requirements
Resource Loading versus Task Duration
Variation in Task Duration
Varying Skill Levels
Unexpected Events
Efficiency of Work Time
Mistakes and Misunderstandings
Common Cause Variation
Six Methods for Estimating Task Duration
Similarity to Other Tasks
Historical Data
Expert Advice
Delphi Technique
Three-Point Technique
Wide-Band Delphi Technique
Estimation Precision
Building the Precedence Network Diagram
Finish to Start
Start to Start
Start to Finish
Finish to Finish
Creating an Initial Project Network Schedule
The Early Schedule
The Late Schedule
Critical Path Calculation
Near-Critical Path
Analyzing the Initial Project Network Diagram
Schedule Compression
Building the Resource Schedule
Examples of a Resource Schedule
Problem Solving
Step 1: Delineate the Opportunity and Define the Problem
Step 2: Compile the Relevant Data
Step 3: Generate Ideas
Step 4: Evaluate and Prioritize Ideas
Step 5: Develop the Implementation Plan
Decision Making
Negative Variances
Graphical Reporting Tools
Gantt Charts
Earned Value Analysis (a.k.a. Cost Schedule Control)
Level of Detail
Activity Manager
Project Manager
Senior Management
Project Status Meetings
What Is a Project Status Meeting?
Who Should Attend?
When Are They Held?
What Is Their Purpose?
What Is Their Format?
Problem Management Meetings
Change Management
Project Change Request
Project Impact Statement
Problem Escalation
Project Manager–Based Strategies
Resource Manager–Based Strategies
Customer-Based Strategies
The Escalation Strategy Hierarchy
Negotiate Additional Resources
Negotiate Multiple Release Strategies
Request Schedule Extension from the Customer
What Is a Business Process?
Characteristics of Business Processes
Process Effectiveness
Process Efficiency
Streamlining Tools
Bureaucracy Elimination
Duplication Elimination
Value-Added Assessment
Process Cycle-Time Reduction
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Effective Software Project Management

Effective Software Project Management

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Published by: V-I-P on Sep 04, 2011
Copyright:Attribution Non-commercial


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