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• Cover Page
• Half Title page
• Title Page
• Copyright Page
• Dedication
• Contents
• Overview
• Organization of this text
• Note
• Chapter 1 Introduction to Software Project Management
• 1.1 Chapter Overview
• 1.2 Making the Transition from Software Engineer to Software Project Manager
• 1.3 A Change in Perception
• 1.4 Management Styles That Work
• 1.5 Why Training in Software Project Management Is Important
• 1.6 Why Teams Don’t Learn
• 1.7 Is Training Needed?
• 1.8 Developing Software Is a “Wicked Problem”
• 1.9 Software Project Management as a Process – From Concept to Testing and Release
• 1.10 The Nature of Software Engineers
• 1.11 The Experience at Google™
• 1.12 The Primary Functions of Software Project Management
• 1.12.1 Planning
• 1.12.2 Scheduling (and Costing)
• 1.12.3 Controlling
• 1.12.4 Staffing
• 1.12.5 Motivating
• 1.13 Summary
• 1.14 Additional Resources
• Chapter 1 Review Questions
• References
• Chapter 2 Planning Software Projects
• 2.1 Chapter Overview
• 2.2 The Nature of Planning
• 2.3 Blaming and Software Development Life Cycles
• 2.4 A Typical Software Development Life Cycle
• 2.5 The Planning Fallacy
• 2.6 Estimating Tools and Methods
• 2.7 Some Alternative Software Development Life Cycles
• 2.7.1 The “Waterfall” Life Cycle
• 2.7.2 The Agile Life Cycle
• 2.7.3 The Spiral Life Cycle
• 2.7.4 The Synchronization and Stabilization Model
• 2.7.5 The Stage-Gate Life Cycle
• 2.8 Life Cycles – Summary
• 2.9 Strategies for Controlling Project Flow Time
• 2.9.1 The Design Structure Matrix
• 2.9.2 DSM Summary
• 2.10 The Work Breakdown Structure
• 2.11 A Natural Communication Gap – Between Project Manager and Software Engineer
• 2.12 Developing a Communication Plan
• 2.13 Communication Plan Basics
• 2.14 Example of a Communication Plan
• Chapter 2 Review Questions
• References
• Chapter 3 Estimating Cost and Schedule of Software Projects
• 3.1 Chapter Overview
• 3.2 Scheduling versus Planning
• 3.3 The Basics of Costing
• 3.4 The Business Case
• 3.5 Computing Project Costs
• 3.6 Cost Estimating Methods
• 3.7 IBM Federal Systems Estimating Method
• 3.8 Function Points
• 3.9 Business Case Example
• 3.10 Success and Differences in Value Systems
• 3.11 Cost Categories
• 3.11.1 Direct Costs
• 3.11.2 Indirect Costs
• 3.11.3 How to Compute Overhead
• 3.11.4 How to Compute General and Administrative Expense
• 3.11.5 The Chart of Accounts
• 3.11.6 Example of a Simple Chart of Accounts Listing OH & G&A
• 3.11.7 Explanation of Items on the Chart of Accounts
• 3.11.8 Computing the Project’s Estimated Total Cost
• 3.11.9 Project Cost Computation Example
• 3.11.10 Total Cost Computation
• 3.11.11 Risk Reduction via Bias Removal
• 3.11.12 Estimating the Cost of Change(s) during the Project
• 3.12 Outsourcing
• 3.13 Summary
• Chapter 3 Review Questions
• References
• Chapter 4 Controlling
• 4.1 Chapter Overview
• 4.2 Background of Earned Value Management (EVM)
• 4.3 Using EVM
• 4.4 What Is Needed to Use EVM
• 4.5 Cost-Related EVM Variables
• 4.5.1 ACWP – Actual Cost of Work Performed
• 4.5.2 BAC – Budget at Completion
• 4.5.3 BCWP – Budgeted Cost of Work Performed
• 4.5.4 BCWS – Budgeted Cost of Work Scheduled
• 4.5.5 CPI – Cost Performance Index
• 4.5.6 CV – Cost Variance
• 4.5.7 EAC – Estimate at Completion
• 4.5.8 ETC – Estimate to Complete
• 4.6 Schedule Performance factors
• 4.6.1 SPI – Schedule Performance Index
• 4.6.2 SV – Schedule Variance
• 4.6.3 TSPI – To Complete Schedule Performance Index
• 4.7 Work and Content-Related Parameters
• 4.7.1 TCPIB – To Complete Performance Index within Budget
• 4.7.2 TCPIP – Another, a Work to Money Ratio
• 4.8 An Example of the Application of Earned Value Management
• Chapter 4 Review Questions
• References
• Chapter 5 Staffing
• 5.1 Chapter Overview
• 5.2 Acquiring and Developing the Software Development Team
• 5.3 Software Engineering Is a People Activity
• 5.4 What Does a Successful Software Project Team Look Like?
• 5.5 Psychological Compatibility
• 5.6 Teams Need Compatibility
• 5.7 An Advisory about the Compatibility Index
• 5.8 Software Engineer Task Preferences and the MBTI
• Chapter 5 Review Questions
• References
• Chapter 6 Motivating
• 6.1 Chapter Overview
• 6.2 The Problem
• 6.3 What Motivates Software Engineers
• 6.4 What Demotivates Software Engineers
• 6.5 Motivating Test and Maintenance Teams – Their Jobs Are (Almost) Thankless
• 6.6 The Role of Antipatterns
• 6.7 Peters’ Paradox
• 6.8 The Nature of Work
• 6.9 Keeping Successful Teams Together for Higher Productivity
• 6.10 Generational Differences
• 6.11 Generational Issues – Summary
• 6.12 Cultural and Language Differences
• 6.13 Managing Teams Composed of Different Cultures
• 6.14 Effects of the Work Environment on Productivity
• 6.15 Outsourcing
• 6.16 Picking a Team Just Like You
• Chapter 6 Review Questions
• References
• Chapter 7 Project Closeout
• 7.1 Chapter Overview
• 7.2 Project Closeout Review and Learning
• 7.3 The Advantage of Keeping Extemporaneous Notes
• 7.4 Identifying/Archiving Lessons Learned
• 7.5 Sample List of Variables to Record for a Project Closeout Document
• 7.6 Reviewing the Pre-Project Checklist
• References
• Additional Software Project Management Resources
• Appendix 1: A Word from Our Sponsor – The Brain
• A.1.1 Actions Which Can Help Our Cause
• A.1.2 The Return on Investment in Trust
• References
• Appendix 2: Basics of Negotiation
• Appendix 3: Brainstorming
• References
• Appendix 4: Characteristics of Successful High-Technology Teams
• A.4.1 What the Data Indicate
• A.4.2 Psychological Compatibility
• A.4.3 Keep Successful Teams Together for Higher Productivity
• References
• Appendix 5: Computing the Cost of a Change
• References
• Appendix 6: Developing a Business Case
• A.6.1 The Basics
• A.6.2 Business Case Defined
• A.6.3 Business Case Example
• References
• Appendix 7: Developing the Project Closeout Plan
• A.7.1 What Do We Want to Capture at Project Closeout?
• Appendix 8: The Effect of Cultural Differences (on Software Development Teams)
• A.8.1 Culture
• References
• Appendix 9: Emotional Intelligence
• A.9.1 Models of Emotional Intelligence
• References
• Appendix 10 Environmental Factors Affecting Productivity
• References
• Appendix 11 How Software Project Managers Are Evaluated
• A.11.1 Evaluation Perspectives
• A.11.2 The Senior Manager Perspective
• A.11.3 The Client Perspective
• A.11.4 The Software Engineer Perspective
• A.11.5 Evaluation as a Learning Mechanism
• A.11.6 Software Project Manager’s Perspective
• A.11.7 Proficiency Levels in Software Project Management
• References
• Appendix 12 How to Run Effective Meetings
• References
• Appendix 13 Ishikawa (Fishbone) Diagrams
• References
• Appendix 14 Knowing When It Is Time to Cancel a Project
• References
• Appendix 15 Lying and Software Projects
• A15.1 The Study
• References
• Appendix 16 Managing Multiple Generations
• A.16.1 How Many Generational Groups Are There?
• A16.2 Generational Characteristics
• Reference
• Appendix 17 Outsourcing (Offshoring)
• References
• Appendix 18 PERT [Program Evaluation Review Technique]
• References
• Appendix 19 Planning using Integrated Cost and Schedule Work Packages
• A19.1 Applying the Forward Pass Method
• A19.2 Some Definitions and Observations
• A19.3 Definitions with Examples
• A19.4 Calculating Free Float
• A19.5 Calculating Free Float
• Summary
• References
• Appendix 20 A Pre-Project Launch Checklist
• A.20.1 The Concept
• A.20.2 Structural Complexity
• A.20.3 Sociopolitical Complexity
• A.20.4 Emergent Complexity
• A.20.5 Complexity Assessment Tool (CAT)
• A.20.6 Discussion
• A.20.7 Building Your Own Checklist
• References
• Appendix 21 Putting Pressure on the Team Can Reduce Productivity
• References
• Appendix 22 Reducing Affinity Bias
• References
• Appendix 23 Risk Management Methods
• A.23.1 Identify, Rank, Evaluate (IRE) Method
• A.23.2 Simple Risk/Breakeven Estimate of Risk Mitigation
• A.23.3 Risk-Based Contingency Budgeting
• A.23.4 Risk Reduction via Bias Removal
• A.23.5 Northrup Grumman Risk Management System
• A23.5.1 Definition of Risk Levels in the Northrup-Grumman Scheme
• A23.5.2 Probability of Occurrence
• A23.5.4 The Borda Voting System
• B23.5.4 Obtaining the Composite Score
• References
• Appendix 24 Software Project Management Antipatterns
• A24.1 Should We Be Concerned?
• References
• Appendix 25 Software Project Managers
• References
• Appendix 26 Software Engineering Ethics
• A26.1 Teaching Software Engineering Ethics
• References
• Appendix 27 Technical Debt – The Ultimate Productivity Killer
• A27.1 Summary
• References
• Appendix 28 Transitioning from Software Engineer to Software Project Manager
• A28.1 A Change in Attitude
• A28.2 Why Is Needed Training Missing?
• References
• Appendix 29 Why Smart People Make Dumb Decisions
• References
• Appendix 30 Why Software Engineering Teams Should Be Kept Intact
• References
• Appendix 31 Why We Don’t Learn from Success
• References
• Appendix 32 Stoplight Charts
• A32.1 Example of a Four-Square Chart
• Appendix 33 The Theory of Constraints
• References
• Appendix 34 Documenting the Undocumented
• Appendix 35 Making Documentation Transparent
• Appendix 36 Capability Maturity Model (CMM)
• A36.1 How Much CMM Is Enough?
• References
• Appendix 37 Motivation Basics
• References
• Closing Comments
• Chapter Questions and Suggested Answers
• Chapter 1 Review Questions/Answers
• Chapter 2 Review Questions/Answers
• Chapter 3 Review Questions/Answers
• Chapter 4 Review Questions/Answers
• Chapter 5 Review Questions/Answers
• Chapter 6 Review Questions/Answers
• Index