book

Software Project Management For Dummies®

Name: Software Project Management For Dummies®
ISBN: 9780471749349

by Teresa Luckey, Joseph Phillips

October 2006

Beginner to intermediate

390 pages

9h 38m

English

Wiley

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Copyright
About the Authors
Dedication
Authors' Acknowledgments
Introduction
About This BookWho Should Read This Book?How This Book Is OrganizedPart I: Starting Your Software ProjectPart II: Planning Your Software ProjectPart III: Executing Your Software Project PlanPart IV: Controlling Your Software ProjectPart V: Closing Your Software ProjectPart VI: The Part of TensAppendixIcons Used in This BookWhere to Go from Here
I. Starting Your Software Project
In this part . . .
1. Examining the Big Picture of Project Management
Defining Software ProjectsDefining Software Project ManagementComparing Projects and OperationsExamining Project ConstraintsUnderstanding Universal Constraints (Time, Cost, and Scope)Managing time constraintsManaging cost constraintsManaging the scopeControlling Scope CreepMaking Sense of Project Success (Or Failure)Starting and Finishing Software ProjectsUnderstanding What Makes Software Project Management So SpecialBreaking Moore's LawDealing with MooreDealing with the first‐time, first‐use penalty
2. Initiating a Software Project
Identifying the Project PurposeTalking to the stakeholdersDiscussing high‐level stuff with the executivesPlaying nice with functional managementHaving a chat with operationsReaching project consensusDealing with PoliticsMoving from Here to ThereInitiating the projectPlanning the projectExamining project planning approachesExecuting the projectControlling the projectClosing the projectLiving with StakeholdersLoving your project teamLoving your project sponsorBalancing stakeholder expectationsCompleting a Project Feasibility StudyWhat feasibility studies do (and don't do)Finding a feasibility consultantUnderstanding How Executives Select ProjectsUsing the benefit comparison selection modelUsing a scoring modelFacing a murder boardFinding a project's ROIFinding the present valueFinding the future valueFinding the net present valueWriting the Product DescriptionMaking Your Project Wish ListFinding the ideal toolsBuilding a dream teamFinding a preferred vendorRecognizing Doomed Projects
3. Creating the Software Scope
Understanding Product Scope and Project ScopeCompleting stakeholder analysisInterviewing stakeholders now to avoid surprises laterManaging Stakeholder ObjectivesKnowing the sources of common conflictsResolving common conflictsBuilding the Software ScopeDealing with regulations and optionsAdhering to regulationsChoosing optionsDealing with project constraintsGetting to the signatureCreating the Project ScopeKnowing what the project scope statement must includeWhat a project scope doesn't includeCreating a Work Breakdown StructureCreating your very own WBSMaking updates to the WBSUsing a code of accounts
II. Planning Your Software Project
In this part . . .

4. Planning for Communications
The Importance of Communicating EffectivelyEnsuring accurate communicationHow not to communicateCare and Feeding of NerdsAvoiding Communication BreakdownsFacing the risks of communication meltdownsManaging communications across the enterpriseCalculating the Communication ChannelsBuilding an Effective Communication Management PlanKnowing the six things every communication plan needsThe communication responsibility matrix: Determining who communicates to whomSetting up ten‐minute meetingsDefining Who Needs What InformationWhat executives want to hearWhat functional managers need to hearWhat your project team needs to hearWhat you need to hearDefining When Communication Is NeededCreating a communication scheduleHosting team and stakeholder meetingsHosting a team meetingHosting a key stakeholder meetingDefining Communication ModalitiesModalities for formal communicationModalities for informal communicationAutomating communications
5. Planning for Software Project Risks
Identifying Pure and Business RisksDealing with pure risks in software projectsAssessing business risksAccepting everyday technology risks with your software projectDetermining Stakeholder Risk ToleranceMitigating Risks Early OnManaging Risks in Your OrganizationIdentifying risksBrainstormingFollowing the Delphi methodRanking risksRelying on Quantitative AnalysisCreating a Contingency ReserveUsing Software Models for Risk ManagementUsing the waterfall modelUsing the spiral modelUsing the V modelUsing the scrum development modelPreparing a Risk Response PlanAvoiding risksTransferring risksMitigating risksAccepting the risksExamining Risk Responses and ImpactsHandling the ripple effect of risk responseGetting to say, “I told you so!”
6. Planning for Software Quality
Defining QualityReferring to the product scopeReferring to the project scopeAvoiding gold‐plated softwareExamining quality versus gradeWorking with a Quality PolicyWorking ISO programsGetting a Total Quality Management workoutSlipping into the sixth sigmaUsing homegrown, in‐house quality solutionsBalancing Time, Cost, and QualityExamining optimal qualityConsidering quality when making changes
7. Building the Project Team
Determining Your Project NeedsRevisiting the work breakdown structureCreating a roles and responsibilities matrixFinding the TalentAsking the Right Questions (In the Right Way)Asking questions that facilitate resource managementAsking questions that facilitate leadership potentialFinding a starWorking with organizational structuresDetermining Who Is Really in ChargeFunctioning in a functional organizationMixing it up in a matrixProspering in the projectized structureCooling in a composite structureHosting Your First Project Team MeetingWorking with Organizational Policies
8. Creating Project Time Estimates
Organizing Information Before You Build a TimelineUnderstanding the Importance of a Project Network DiagramPreparing to Create Your PNDDetermining What May Happen — and WhenFactoring in external dependenciesPutting together all the piecesUsing hard logicRelying on soft logicRelying on network templatesIdentifying subnets and fragnetsUsing Historical Information to Complete Inexact Activity Time EstimatesIdentifying Activity Duration InfluencersDocumenting project assumptionsDocumenting project constraintsConsidering the project risksConsidering resource requirements and capabilitiesAnticipating the first‐time, first‐use penaltyMaking the Project Duration EstimateCreating a rough order of magnitude estimateCreating an analogous estimateCreating a parametric estimateEstimating D0's and Don'tsUsing PERT for the Most Accurate EstimatesKnowing What to Say if the Boss Wants an Estimate NowUnderstanding the Way PND Paths InteractCalculating the critical pathCalculating floatApplying float to the projectCreating the Project ScheduleWorking with the project calendarWorking with a resource calendarUsing resource‐leveling heuristicsCrashing and fast tracking your projectCrashing the projectFast tracking the project
9. Building Your Project Budget
Creating Cost EstimatesUsing the right resources (and using them wisely)Creating a rough estimateCreating a budget estimateCreating a definitive estimateCreating an Accurate EstimateConsidering Project ProfitabilityPlanning for ContingenciesControlling Project CostsUnderstanding accounting blue dollarsUnderstanding work‐for‐hire accountingFollowing simple strategies to manage project expensesGetting a plan togetherReviewing costs and performanceConducting variance analysisHaving More Project than CashCompleting root cause analysisCollecting dataCausal factor chartingIdentifying the root causeReacting to the causesReducing the project scopeBegging for cashRecognizing Budgetary Problems Before You Get to the Root Cause Analysis StageDealing with a Budget Problem that Your Bosses Know about (But Haven't Addressed)
III. Executing Your Software Project Plan
In this part . . .
10. Working the Project Plan
Authorizing the Project WorkCreating a work authorization systemUsing a project management information systemEnsuring Quality in ExecutionUnderstanding the Interoperability of the Quality Management PlanFollowing Quality AssuranceFollowing the Quality PolicyManaging Software Project RisksGathering the ingredients for a solid risk management planExamining typical risksGetting a plan togetherGathering information to identify real risksMonitoring and Controlling RisksManaging Secondary and Residual RisksDocumenting Risk Management Effectiveness
11. Working with Project People
Examining the Phases of Team DevelopmentUnderstanding the life cycle of a typical project teamMaking a team out of a group of peopleTraining the project teamDoing Some Fun Team‐Building ExercisesManaging Project ConflictsDealing with stakeholdersDealing with project team membersDocumenting project conflicts and resolutionsUsing Your Super Magic Project Manager PowersForcing a decisionRelying on expert powerUsing coercive powerRewarding the project teamYou and Your Positional Power
12. Procuring Goods and Services
Finding a VendorUsing RFIs to solicit vendorsHosting a bidders' conferenceA day in the life of a bidders' conferenceSetting up criteria for RFPsSelecting the VendorConsidering market conditionsUsing a screening systemUsing the help of othersImplementing a weighting systemNegotiating for the Best SolutionStarting with priceConsidering time, cost, and quality issuesAdministering ContractsSelecting the contract typeWriting the terms and conditionsCreating the statement of workSolving problems and compromisingClosing the Vendor ContractAuditing the goods and servicesSigning off for the procured goods and services
IV. Controlling Your Software Project
In this part . . .
13. Managing Changes to the Software Project
Introducing the Controlling Process GroupControlling the Project ScopeExamining the project scopeCreating and following a change control systemDetermining the value of the proposed changeCorrecting mistakesControlling Project CostsManaging project cost variancesEstimating the cost of changeForecasting varianceControlling the Project ScheduleManaging project time variancesEstimating impact of change on the project scheduleForecasting schedule variances
14. Using Earned Value Management in Software Projects
Defining Earned Value ManagementUnderstanding what earned value is (and isn't)Discovering the other pieces of the EV formulaDetermining a project's worthDiscovering the Earned Value Management FormulasPlaying with ValuesCalculating your PVCalculating earned valueCalculating your ACCreating a new EACDetermining the estimate to complete the projectUh‐oh! What's your variance?Calculating cost variance (CV)Calculating schedule variance (SV)Evaluating your Variance at CompletionFinding your cost and schedule performance indexesCalculating your Cost Performance Index (CPI)Calculating your Schedule Performance Index (SPI)
15. Tracking Project Performance
Planning Project MetricsEstablishing project goalsPlanning for project metricsDetermining realistic project milestonesImplementing a Tracking PlanUsing project baselinesStressing accuracy in reportingUsing a Project Management Information SystemTracking Project PerformanceUsing earned value managementCreating Pareto chartsCreating control chartsCommunicating Project PerformanceRelying on the communication management planAutomating project communicationsHosting status meetingsGetting an agenda togetherParking off‐topic discussionsSharing good and bad newsCommunicating bad newsCommunicating via e‐mailCommunicating good news
V. Closing Your Software Project
In this part . . .
16. Finalizing the Project Management Processes
Closing the Software ProjectCompleting quality controlCompleting scope verificationClosing Out Vendor ContractsAuditing vendors' work and deliverablesPaying the billsCompleting the Project (Or at Least Transferring It to Someone Else)Celebrating!Releasing project team members from the project teamWriting evaluationsReceiving evaluationsWriting evaluation questions that give you resultsCase Study: Completing a Project Post Mortem
17. Documenting Your Software Project
Understanding the Importance of Teamwork When Writing DocumentationCompleting the Lessons Learned DocumentationGetting your historical information together at the beginning of a projectCreating a lessons learned spreadsheet at the beginning of the projectOrganizing Your Lessons Learned DocumentOrganizing the summary of your documentOrganizing the meat of the documentOrganizing your references, contributors, and resourcesDocumenting the project's successesDocumenting the project's failuresDocumenting the better approachOffering advice for future project managersCreating the User Manual and Help SystemUsing the project scope as a referenceEstablishing operational transferAvoiding helpless help systems
VI. The Part of Tens
In this part . . .
18. Ten Ways to Make Your Software Project Crash and Burn
Failing to PlanIgnoring Risk ManagementLetting Your Ego Lead the ProjectLetting Your Iron Triangle MeltHiding from the Project TeamHovering over the Project TeamCreating Unrealistic SchedulesConsistently Being InconsistentDoing NothingBeing a Wimp
19. Ten Ways to Make Any Software Project Better
Asking the Right QuestionsBeing a Good CommunicatorShowing Your Leadership SkillsCreating the Right Project PlanFinding the Correct SponsorRecognizing Failure Before It ArrivesPlanning, Planning, and a Little More PlanningDocumenting Your Project Even if You Don't Want ToHosting a Successful Project MeetingEstablishing Project Rules Before the Project BeginsCommunicating Good and Bad News
Formal Project Management Training and Certification
Getting Up Close and Personal with the Project Management InstituteFinding Out Whether the Project Management Professional Certification Is for YouUnderstanding what a PMP certification says to othersUnderstanding what the PMP certification gets youGetting startedWhat Is the CAPM Certification?Deciding between the PMP and the CAPM

Overview

The increase in project outsourcing has forced traditional programmers to take on the role of project managers and quickly learn how to manage software projects
The author discusses all of the essentials in widely accepted project management methodology, from managing programmers to assessing and eliminating risk
The book covers the iterative development model, using Microsoft Project 2003, as well as a variety of methodologies including eXtreme, open source, SQA testing, software life cycle management, and more
The companion Web site contains tools, case studies and other resources to help even novices get up and running

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