Mastering Software Project Management Best Practices, Tools and Techniques
, by Chemuturi, Murali; Cagley, ThomasNote: Supplemental materials are not guaranteed with Rental or Used book purchases.
- ISBN: 9781604270341 | 1604270349
- Cover: Hardcover
- Copyright: 7/1/2010
This unique reference covers the subject of software project management in its entirety, including
Murali Chemuturi is an information technology and software development subject matter expert, hands-on programmer, author, consultant and trainer. He has more than 23 years of information technology and software development experience and several years of academic experience teaching a variety of computer & IT courses. In 2001, he formed his own IT consulting, training and software development firm known as Chemuturi Consultants. Mr. Chemuturi's undergraduate degrees and diplomas are in Electrical and Industrial Engineering and he holds an MBA and a Post Graduate Diploma in Computer Methods & Programming. He is a published author in professional journals, a member of IEEE, a senior member of the Computer Society of India and a Fellow at the Indian Institute of Industrial Engineering. Tom Cagley has over 20 years experience in the software industry. He currently leads the David Consulting Group's IT Performance Improvement, Software Process Improvement and Software Measurement consulting practices. He is also the current president of the International Function Point Users Group and is a Certified Function Point Specialist. Tom is a frequent speaker at metrics, quality and project management conferences. Tom earned his BS from Louisiana State University and has done extensive postgraduate work at Cleveland State University, Case Western Reserve University and Kent State University.
Foreword | p. ix |
Preface | p. xiii |
About the Authors | p. xv |
Web Added ValueÖ | p. xvii |
Software Project Basics | p. 1 |
Introduction | p. 1 |
Types of Software Projects | p. 5 |
Classifications of Software Projects | p. 6 |
Based on Software Development Life Cycle | p. 7 |
Approach Driven | p. 9 |
Maintenance | p. 12 |
Web Application | p. 16 |
Agile Development | p. 17 |
Conclusion | p. 17 |
Approaches to Software Project Management | p. 19 |
Alignment of Software Engineering Methodology with Project Management Methodology | p. 19 |
The Ad Hoc Methods-Based Approach | p. 21 |
The Process-Driven Approach | p. 22 |
So, What is the Right Approach? | p. 23 |
The Ad Hoc Approach | p. 24 |
The Process-Driven Approach | p. 24 |
But Is a Process-Driven Approach the Right Choice? | p. 24 |
In a Process-Driven Approach: What Process and How Much? | p. 26 |
Software Project Acquisition | p. 31 |
From an External Client | p. 31 |
The Request for Proposal | p. 32 |
The Proposal | p. 34 |
Negotiation | p. 42 |
Contract Acceptance | p. 43 |
From an Internal Client | p. 44 |
The Feasibility Study | p. 45 |
Preparing the Proposal | p. 47 |
Finalizing the Proposal | p. 47 |
Reference | p. 48 |
Software Project Initiation | p. 49 |
Introduction | p. 49 |
Initiation Activities | p. 49 |
Project Management Office-Level Activities | p. 52 |
Identifying the Software Project Manager | p. 52 |
Preparing/Handing Over the Project Dossier to the Software Project Manager | p. 52 |
Coordinating Allocation of Project Resources | p. 53 |
Assisting the Software Project Manager in Obtaining Necessary Service Level Agreements from Departments in the Organization | p. 55 |
Assisting the Software Project Manager with the Project Kickoff Meeting | p. 55 |
Software Project Manager-Level Activities | p. 55 |
Ensuring that Project Specifications Are Complete | p. 57 |
Reviewing Estimates and Revisions/Updates of Estimates | p. 57 |
Identifying Necessary Resources and Raising Requests | p. 59 |
Preparing Project Plans | p. 62 |
Setting up the Development Environment | p. 63 |
Arranging for Project-Specific Skill Training | p. 63 |
Organizing the Project Team | p. 64 |
Training the Project Team on the Project Plans | p. 64 |
Conducting a Project Kickoff Meeting | p. 65 |
Arranging for a Phase-End Audit | p. 65 |
Common Pitfalls in Project Initiation | p. 66 |
Identifying the Wrong Software Project Manager | p. 66 |
Identifying Inappropriate Resources | p. 66 |
Incurring Delays in Software Project Initiation Activities | p. 67 |
References | p. 67 |
Software Project Planning | p. 69 |
Introduction | p. 69 |
Planning Defined | p. 71 |
Plans Prepared in Software Project Management | p. 73 |
The Project Management Plan | p. 77 |
Resources | p. 77 |
Skill Sets | p. 77 |
Computer Systems | p. 79 |
Project Management Method | p. 79 |
The Configuration Management Plan | p. 80 |
Naming Conventions | p. 83 |
Change Management | p. 84 |
The Quality Assurance Plan | p. 85 |
The Schedule Plan | p. 86 |
The Induction Training Plan | p. 86 |
The Risk Management Plan | p. 87 |
The Build Plan | p. 88 |
The Deployment Plan | p. 88 |
The User Training Plan | p. 89 |
The Handover Plan | p. 90 |
The Software Maintenance Plan | p. 90 |
The Documentation Plan | p. 90 |
Roles in Planning | p. 91 |
The Organization | p. 91 |
The Software Project Manager | p. 92 |
Pitfalls in Software Project Planning | p. 93 |
Best Practices in Software Project Planning | p. 95 |
References | p. 96 |
Software Project Execution | p. 97 |
Introduction | p. 97 |
Work Management | p. 98 |
Work Registers | p. 100 |
De-allocation | p. 102 |
Configuration Management | p. 104 |
Information Artifacts | p. 104 |
Code Artifacts | p. 106 |
Configuration Registers | p. 111 |
Configuration Management Tools | p. 115 |
Quality Management | p. 117 |
Verification Techniques | p. 119 |
Validation Techniques | p. 120 |
Product Testing | p. 121 |
Allocation of Quality Assurance Activities | p. 124 |
But How Much Quality Assurance? | p. 124 |
Testing Tools | p. 125 |
Morale Management | p. 126 |
Motivation | p. 126 |
Conflict | p. 130 |
Productivity Management | p. 131 |
Stakeholder Expectations Management | p. 133 |
Product Integration Management | p. 138 |
Pitfalls and Best Practices | p. 140 |
Software Project Execution Control | p. 143 |
Introduction | p. 143 |
Aspects of Control in Project Execution | p. 144 |
Scope Control | p. 145 |
Cost Control | p. 146 |
Schedule/Progress Control | p. 147 |
Quality Control | p. 148 |
Effort Control | p. 148 |
Productivity Monitoring | p. 148 |
Control Mechanisms | p. 149 |
Progress Assessment: Earned Value Analysis | p. 153 |
Change Management in Software Development Projects | p. 157 |
Introduction | p. 157 |
Origins of Change | p. 158 |
The Change Request Register | p. 160 |
Change Request Resolution | p. 162 |
Change Request Implementation Strategy | p. 163 |
The Value of Metrics Derived from a Change Request Register | p. 167 |
Scheduling | p. 171 |
Introduction | p. 171 |
The Initial Work Breakdown Structure | p. 172 |
A Work Breakdown Structure with Predecessors Defined | p. 172 |
A Work Breakdown Structure with Initial Dates | p. 176 |
A Work Breakdown Structure with Resource Allocation | p. 178 |
Scheduling in Practice | p. 181 |
Graphic Representation of a Schedule | p. 181 |
Software Project Closure | p. 183 |
Introduction | p. 183 |
Identifying Reusable Code Components | p. 185 |
Documenting the Best Practices | p. 186 |
Documenting the Lessons Learned | p. 187 |
Collecting/Deriving and Depositing the Final Project Metrics in the Organizational Knowledge Repository | p. 188 |
Conducting Knowledge-Sharing Meetings with Peer Software Project Managers | p. 188 |
Depositing Project Records with the Project Management Office | p. 189 |
Depositing Code Artifacts in the Code Repository | p. 190 |
Conducting the Project Postmortem | p. 190 |
Releasing the Software Project Manager | p. 191 |
Closing the Project | p. 192 |
The Role of the Organization in Project Closure | p. 192 |
The Project Management Office | p. 192 |
The Configuration Control Board | p. 193 |
The Systems Administration Department | p. 194 |
Reference | p. 194 |
Agile Project Management | p. 195 |
Introduction | p. 195 |
Project Management Roles | p. 195 |
Agile Project Management Characteristics | p. 196 |
Metaphor | p. 197 |
Teamwork and Collaboration | p. 197 |
Guiding Principles | p. 198 |
Open Information | p. 198 |
Use a Light Touch | p. 199 |
Monitoring and Adjustment | p. 199 |
The Nuts and Bolts of Agile Project Management | p. 200 |
Planning the Work | p. 200 |
Controlling the Work | p. 202 |
Process Improvement | p. 205 |
Reference | p. 206 |
Pitfalls and Best Practices in Software Project Management | p. 207 |
Introduction | p. 207 |
Organizational-Level Pitfalls and Best Practices | p. 208 |
Process-Driven Project Management | p. 208 |
An Ineffective Project Management Office or No Project Management Office | p. 208 |
Poor Project Initiation | p. 210 |
Poor Software Estimation | p. 211 |
Poor Project Planning | p. 211 |
The Wrong Service Level Agreements | p. 212 |
Poor Standards and Guidelines for Software Development | p. 213 |
Poor Project Oversight | p. 214 |
Inadequate Project Management Training | p. 214 |
Software Project Manager-Level Pitfalls and Best Practices | p. 215 |
Fair Treatment of Project Human Resources | p. 216 |
A Balanced Workload | p. 216 |
Equitable Rewards | p. 217 |
Poor Software Estimation | p. 217 |
Poor Project Planning | p. 217 |
Informal Issue Resolution | p. 217 |
Poor Change Management | p. 218 |
Poor Record Keeping | p. 218 |
Additional Best Practices for Software Project Management | p. 219 |
A Knowledge Repository | p. 219 |
Continuous Process Improvement | p. 219 |
Project Postmortems | p. 219 |
Training in the Soft Skills | p. 220 |
Information Sharing | p. 220 |
Management Support | p. 220 |
Some Closing Words | p. 221 |
Management of Software Development Projects | p. 223 |
Decision-Making for Software Project Managers | p. 237 |
People Management | p. 251 |
Productivity Concepts for Software Project Managers | p. 271 |
Issue Resolution in Software Project Management | p. 287 |
Measurement and Metrics in Software Development Organizations | p. 295 |
Measurement and Management of Customer Satisfaction | p. 315 |
An Introduction to PERT/CPM | p. 327 |
Abbreviations | p. 347 |
Templates for Software Project Managers | p. 351 |
Index | p. 373 |
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