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Introduction to Software Project Management

Name: Introduction to Software Project Management
Author: Adolfo Villafiorita
ISBN: 9781498759731

by Adolfo Villafiorita

April 2016

Beginner

296 pages

8h 17m

English

Auerbach Publications

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Preliminaries
Dedication
Preface
Acknowledgments
Author
Chapter 1: Introduction
1.1 What is a Project1.1.1 Projects and Operational Work1.1.2 Programs, Subprojects, and Portfolios1.1.2.1 Programs1.1.2.2 Subprojects1.1.2.3 Portfolios1.2 What is a Software Project1.2.1 Application Development1.2.2 Process and Systems Reengineering Services1.2.3 System Integration Services1.2.4 Other Types of Projects1.3 Managing Projects1.3.1 The Project Manager and the Project Stakeholder1.3.2 Project Stakeholders1.3.3 Code of Conducts and Ethical Aspects1.4 Software Project Management1.5 Goals and Organization of the Book1.6 Further References1.7 Questions and Topics for DiscussionReferencesFigure 1.1Figure 1.2
Chapter 2: The Basics: Software Development Activities and Their Organization
2.1 Software Requirements Definition2.1.1 Requirements Elicitation2.1.2 Requirements Structuring2.1.3 User Experience Design2.1.4 Requirements Validation2.2 Business Modeling2.2.1 Mapping the Organizational Structure2.2.2 Modeling the Business Processes2.2.3 Mapping the Existing IT Infrastructure2.2.4 Mapping Business Entities2.3 Design and Implementation2.3.1 System Design2.3.2 Implementation2.4 Verification and Validation2.4.1 Testing2.4.2 Organizing Testing Activities2.4.2.1 Test Plan Definition2.4.2.2 Test Execution and Reporting2.5 Deployment2.6 Operations and Maintenance2.6.1 Supporting and Monitoring Operations2.6.2 Maintenance2.6.3 Organizing Support and Maintenance Activities2.7 Questions and Topics for DiscussionReferencesFigure 2.1Figure 2.2Figure 2.3Figure 2.4Figure 2.5
Chapter 3: Making IT Right: Managing Goals, Time, and Costs
3.1 Before You Start: Assessing Value and Risks3.1.1 Project Value: Aspects to Consider3.1.2 Project Risks: Aspects to Consider3.1.3 Techniques to Assess Value and Risks3.1.3.1 Financial Methods3.1.3.1.1 Payback3.1.3.1.2 Return of Investment3.1.3.1.3 Net Present Value and Internal Rate of Return3.1.3.1.4 Applying Financial Methods: An Example3.1.3.2 Score Matrices3.1.3.3 SWOT Analysis3.1.3.4 Stakeholder Analysis3.1.3.5 Assessing Sustainability3.1.3.6 A Recap of Project Selection Techniques3.1.4 The Project Feasibility Document3.2 Formalizing the Project Goals3.2.1 Project Goals and Requirements3.2.2 Project Assumptions and Constraints3.2.3 Project Outputs and Control Points3.2.4 Project Roster3.3 Deciding the Work3.3.1 Building a WBS3.3.2 WBS Decomposition Styles3.3.3 WBS Dictionary3.3.4 WBS Construction Methodologies3.4 Estimating3.4.1 Effort, Duration, and Resources3.4.2 The “Quick” Approach to Estimation3.4.3 The Uncertainty of Estimations3.4.4 PERT3.4.5 Algorithmic Techniques3.4.5.1 Function Points3.4.5.2 COCOMO3.4.5.2.1 COCOMO813.4.5.2.2 COCOMO II3.4.5.3 Web Objects3.4.5.4 Effort and Project Phases3.5 Scheduling a Plan3.5.1 Identify Dependencies among Activities3.5.1.1 Type of Dependencies3.5.1.2 Lead and Lag Time3.5.1.3 Network Graphs3.5.2 Identify the Critical Path3.5.3 Allocate and Level Resources3.5.3.1 Qualifying the Resources Needed for a Task3.5.3.2 Specifying Resource Availability3.5.3.3 Allocating Resources to a Plan3.5.4 The Gantt Chart3.6 Optimizing a Plan3.6.1 Renegotiating Goals and Deadlines3.6.2 Phase the Project3.6.3 Project Crashing3.6.4 Fast Tracking3.6.5 Critical Chain Management3.7 Budgeting and Accounting3.7.1 Project Costs3.7.2 Cost Element Structures3.7.3 Determining the Project Costs3.7.4 Managing Project Costs3.8 Project Execution3.8.1 Kicking Activities Off3.8.2 Collect the Output of Activities3.8.3 Collect Information about the Project Status3.8.4 The Project Routine in Agile Methods3.9 Project Monitoring and Control3.9.1 Bookkeeping Your Plan: Actual Start and End Dates3.9.2 Monitoring Time and Work3.9.3 Monitoring Costs3.9.4 An Integrated Approach: Earned Value Analysis3.9.4.1 Planned Value3.9.4.2 Actual Costs3.9.4.3 Earned Value3.9.4.4 Assessing a Plan Health Using Earned Value Analysis3.9.4.5 Some Considerations about Earned Value Analysis3.9.5 Monitoring Progress, the Agile Way3.9.6 Agile-Earned Value Analysis3.10 Project Closing3.10.1 Getting Client Acceptance3.10.2 Installing Project Deliverables3.10.3 Archiving Old Deliverables3.10.4 Documenting the Project3.10.5 Performing a Financial Closure3.10.6 Postimplementation Audit3.10.7 Staff-Releasing3.11 An Example3.11.1 Initiating3.11.2 BuildingaPlan3.11.3 Creating a Budget for the Project3.11.4 Changing the Plan to Meet External Deadlines3.11.4.1 Changing the Project Approach3.11.4.2 Reducing or Changing the Project Scope3.11.4.3 Allocating Resources More Efficiently3.11.4.4 Fast Tracking the Plan3.12 Questions and Topics for DiscussionReferencesFigure 3.1Figure 3.2Figure 3.3Figure 3.4Figure 3.5Figure 3.6Figure 3.7Figure 3.8Figure 3.9Figure 3.10Figure 3.11Figure 3.12Figure 3.13Figure 3.14Figure 3.15Figure 3.16Figure 3.17Figure 3.18Figure 3.19Figure 3.20Figure 3.21Figure 3.22Figure 3.23Figure 3.24Figure 3.25Figure 3.26Table 3.1Table 3.2Table 3.3Table 3.4Table 3.5Table 3.6Table 3.7Table 3.8Table 3.9Table 3.10Table 3.11Table 3.12Table 3.13Table 3.14Table 3.15Table 3.16Table 3.17Table 3.18
Chapter 4: Making IT Better: Managing Changes, Risks, and Quality
4.1 Managing Changes4.1.1 Managing Changes in the Traditional Approach4.1.2 Managing Changes in the Agile Methods4.1.3 Configuration Management4.1.3.1 Configuration Management Goals and Practices4.1.3.2 Versioning Systems and Software Evolution Models4.2 Risk Management4.2.1 Define Standards4.2.2 Identify Risks4.2.3 Some Common Risks in Software Development4.2.4 Classify Risks4.2.5 Risk Management Strategies4.2.6 Budgeting for Risks4.2.7 Risk Monitoring and Control4.2.7.1 Review and Share4.2.7.2 Apply Contingency Plans4.2.7.3 Revise and Iterate4.3 Quality Management4.3.1 Quality Planning4.3.2 Quality Assurance4.3.3 Quality Control4.3.4 Establishing a Metrics Program4.3.4.1 Size Metrics4.3.4.2 Complexity Metrics4.3.4.3 Quality Metrics4.4 Questions and Topics for DiscussionReferencesFigure 4.1Figure 4.2Figure 4.3Figure 4.4Figure 4.5Figure 4.6Figure 4.7Figure 4.8Figure 4.9Table 4.1Table 4.2Table 4.3Table 4.4
Chapter 5: Making IT Perfect: Managing People and Organizing Communication
5.1 Managing People5.1.1 Define Staff Requirements5.1.2 Selecting Internal Staff5.1.3 Selecting External Staff5.1.4 Managing Staff5.1.5 Management Styles5.2 Project Organization Structures5.2.1 Hierarchical5.2.2 Matricial Organizations5.2.3 RACI Matrix5.2.4 Agile Teams5.3 Managing Communication5.3.1 Planning a Communication Strategy5.3.2 Communication Styles5.3.3 Meetings5.3.3.1 Managing Meetings5.3.3.2 Types of Meetings5.3.3.2.1 Kick-Off Meetings5.3.3.2.2 Decision-Taking Meetings5.3.3.2.3 Audit and Review Meeting5.3.3.2.4 Brainstorming5.3.3.2.5 Other Creative Techniques5.3.3.3 Delphi5.3.3.4 Planning Poker5.4 Questions and Topics for DiscussionReferencesFigure 5.1Figure 5.2Figure 5.3Figure 5.4Table 5.1Table 5.2Table 5.3

Chapter 6: Software Project Pricing
6.1 From Cost to Pricing6.2 Software Pricing6.2.1 Software Pricing Models6.2.2 Selling and Licensing Software6.2.3 Open Source Software6.3 Project Pricing Strategies6.3.1 Determining the Project Price6.3.2 Contractual Agreements6.3.3 Contractual Agreements and Project Budget6.4 Procurement and Outsourcing6.4.1 Vendor Solicitation6.4.2 Procurement Timing Activities6.5 An Example6.6 Questions and Topics for DiscussionReferencesFigure 6.1Figure 6.2Table 6.1Table 6.2Table 6.3
Chapter 7: Managing Software Development Projects
7.1 Project Life Cycles7.2 From Traditional to Agile7.2.1 The Waterfall7.2.2 The V-Model7.2.3 The Rational Unified Process7.2.4 The Spiral7.2.5 Prototyping/Evolutionary7.2.6 Cleanroom Software Engineering7.3 Agile Methodologies7.3.1 Extreme Programming7.3.2 Dynamic System Development Method7.3.3 Scrum7.3.4 Kanban7.4 Open Source Development Practices7.4.1 Open Source Development Challenges7.4.2 An Open Source Development Process7.4.2.1 Open Source Project Steering7.4.2.2 Open Source Development7.4.2.3 Open Source Releases7.5 Questions and Topics for DiscussionReferencesFigure 7.1Figure 7.2Figure 7.3Figure 7.4Figure 7.5Figure 7.6Figure 7.7Figure 7.8Figure 7.9Figure 7.10Figure 7.11Table 7.1
Chapter 8: Development and Management Standards
8.1 Microsoft Solutions Framework8.1.1 Foundational Principles8.1.2 Team Model8.1.3 Process Model8.1.4 Disciplines8.2 PMBOK® Guide8.2.1 Knowledge Areas8.2.2 Process Groups8.2.3 Processes8.2.4 PMBOK® Guide for Software Development8.3 NASA Practices8.3.1 NASA System Engineering Practices8.3.2 NASA Software Management Process Requirements8.3.3 NASA Software Development Practices8.4 PRINCE2®8.4.1 PRINCE2® Process Model8.4.1.1 Starting a Project8.4.1.2 Initiating a Project8.4.1.3 Directing a Project8.4.1.4 Controlling a Stage8.4.1.5 Managing Product Delivery8.4.1.6 Managing Stage Boundaries8.4.1.7 Closing a Project8.4.1.8 Planning8.4.2 PRINCE2® Components8.4.2.1 Business Case8.4.2.2 Organization8.4.2.3 Plans8.4.2.4 Control8.4.2.5 Change Control8.5 Capability Maturity Model Integration8.6 Questions and Topics for DiscussionReferencesFigure 8.1Figure 8.2Figure 8.3Table 8.1Table 8.2Table 8.3
Chapter 9: Open Source Tools for Managing Projects
9.1 Project Information Flow9.2 Basic Infrastructure9.3 Basic + Infrastructure9.4 Collaborative Document Writing9.5 Management InfrastructureReferencesFigure 9.1

Content preview from Introduction to Software Project Management

Chapter 1

Introduction

1.1 What is a Project

1.1.1 Projects and Operational Work

Project Management Institute (2004) defines a project as a temporary endeavor undertaken to create a unique product or service. The definition entails five important characteristics of a project, some explicitly mentioned and some following as a consequence. These characteristics also define some of the requirements of a good project manager, as we will see later.

The first characteristic is that a project is temporary, that is, it has a beginning and an end. In many cases, determining the start and the end is easy. Consider the following examples: a contract sign-off, a formal authorization to proceed from senior management, a system going in production. In practice, ...

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ISBN: 9781466559530

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Introduction to Software Project Management

by Adolfo Villafiorita

Introduction