Efnisyfirlit

• Acknowledgments
• Preface
• Course initiation
• Course most recent status
• ABET and IET accreditations
• Course delivery method
• Students’ satisfaction
• Textbook use for teaching
• Supplemental materials
• Suggested course learning outcomes and their mapping to the IET competencies
• Chapter 1 Introduction
• 1.1 Textbook background
• 1.2 Textbook organization
• Chapter 2 Project management background
• 2.1 Project management
• 2.1.1 Project management history
• 2.1.2 Project management definition
• 2.1.3 Project management importance
• 2.1.4 Project management standard
• 2.1.5 Project management code of ethics
• 2.2 Projects versus programs versus portfolio
• 2.2.1 What is a project?
• 2.2.2 What is a program?
• 2.2.3 What is a portfolio?
• 2.2.4 Portfolios versus programs versus projects
• 2.3 Projects’ operational environments
• 2.3.1 Projects’ operational environmental influencing factors
• 2.3.2 Enterprise environmental factors (EEFs)
• 2.3.3 Organizational process assets factors (OPAFs)
• 2.3.4 Organizational systems-related factors (OSFs)
• 2.3.5 Organizational governance frameworks-related factors (OGFFs)
• 2.4 Project managers and leadership
• 2.4.1 The roles of project managers, functional managers, and operational managers
• 2.4.2 The PMI’s project managers’ Talent Triangle
• 2.4.3 A generic classification of the software project managers’ essential skills
• 2.4.4 The author’s classification of the software project managers’ essential skills
• 2.4.5 Project managers’ circles of influence
• 2.4.6 Project managers’ leadership styles
• 2.4.7 Generic characteristics of the project managers’ personalities
• 2.5 Request for proposals (RFPs)
• 2.5.1 A generic structure of an RFP document
• 2.5.2 Other forms of requests
• 2.6 Project charters
• 2.7 The author’s view of the software project management phases and their processes
• 2.7.1 The initiation phase and its processes
• 2.7.2 The planning phase and its processes
• 2.7.3 The execution phase and its processes
• 2.7.4 The monitoring and control phase and its processes
• 2.7.5 The closure phase and its processes
• 2.8 Contracts
• 2.8.1 Types of contracts
• 2.8.2 Contract management phases
• 2.9 The author’s simplified change management process
• 2.10 The author’s simplified risk management process
• 2.11 Project management approaches
• 2.11.1 Phase-based project management (PBPM)
• 2.11.2 Lean-based project management (LBPM)
• 2.11.3 Iterative-and-incremental-based project management (IIBPM)
• 2.11.4 Critical-chain-based project management (CCBPM)
• 2.11.5 Product-and-production-based project management (PPBPM)
• 2.12 Projects’ SUCCESS
• 2.12.1 The four pillars for project management
• 2.12.2 The four Ps for project management
• 2.12.3 Projects’ SUCCESS factors
• 2.12.4 Best practices, de factos, and software standards
• 2.13 The author’s simplified model for the project core action plan
• 2.13.1 The simplified model
• 2.13.2 A simplified formula for the project duration
• 2.13.3 A simplified formula for resource allocations and costing
• Chapter 3 Project management knowledge areas and their processes: the PMI perspective
• 3.1 Project integration management processes
• 3.1.1 The “Develop Project Charter” process
• 3.1.2 The “Develop Project Management Plan” process
• 3.1.3 The “Direct and Manage Project Work” process
• 3.1.4 The “Manage Project Knowledge” process
• 3.1.5 The “Monitor and Control Project Work” process
• 3.1.6 The “Perform Integrated Change Control” process
• 3.1.7 The “Close Project or Phase” process
• 3.2 Project scope management
• 3.2.1 The “Plan Scope Management” process
• 3.2.2 The “Collect Requirements” process
• 3.2.3 The “Define Scope” process
• 3.2.4 The “Create WBS” process
• 3.2.5 The “Validate Scope” process
• 3.2.6 The “Control Scope” process
• 3.3 Project schedule management
• 3.3.1 The “Plan Schedule Management” process
• 3.3.2 The “Define Activities” process
• 3.3.3 The “Sequence Activities” process
• 3.3.4 The “Estimate Activity Durations” process
• 3.3.5 The “Develop Schedule” process
• 3.3.6 The “Control Schedule” process
• 3.4 Project cost management
• 3.4.1 The “Plan Cost Management” process
• 3.4.2 The “Estimate Costs” process
• 3.4.3 The “Determine Budget” process
• 3.4.4 The “Control Costs” process
• 3.5 Project quality management
• 3.5.1 The “Plan Quality Management” process
• 3.5.2 The “Manage Quality” process
• 3.5.3 The “Control Quality” process
• 3.6 Project resource management
• 3.6.1 The “Plan Resource Management” process
• 3.6.2 The “Estimate Activity Resources” process
• 3.6.3 The “Acquire Resources” process
• 3.6.4 The “Develop Team” process
• 3.6.5 The “Manage Team” process
• 3.6.6 The “Control Resources” process
• 3.7 Project communications management
• 3.7.1 The “Plan Communications Management” process
• 3.7.2 The “Manage Communications” process
• 3.7.3 The “Monitor Communications” process
• 3.8 Project risk management
• 3.8.1 The “Plan Risk Management” process
• 3.8.2 The “Identify Risks” process
• 3.8.3 The “Perform Qualitative Risk Analysis” process
• 3.8.4 The “Perform Quantitative Risk Analysis” process
• 3.8.5 The “Plan Risk Responses” process
• 3.8.6 The “Implement Risk Responses” process
• 3.8.7 The “Monitor Risks” process
• 3.9 Project procurement management
• 3.9.1 The “Plan Procurement Management” process
• 3.9.2 The “Conduct Procurements” process
• 3.9.3 The “Control Procurements” process
• 3.10 Project stakeholder management
• 3.10.1 The “Identify Stakeholders” process
• 3.10.2 The “Plan Stakeholder Engagement” process
• 3.10.3 The “Manage Stakeholder Engagement” process
• 3.10.4 The “Monitor Stakeholder Engagement” process
• Chapter 4 Software engineering and software project management: the IEEE-CS perspective
• 4.1 Software engineering
• 4.1.1 What is software?
• 4.1.2 What are the attributes of good software?
• 4.1.3 What is the software engineering discipline?
• 4.1.4 What are the fundamental software engineering activities?
• 4.1.5 What are the differences between software engineering and computer science?
• 4.1.6 What are the differences between software engineering and systems engineering?
• 4.1.7 What are the challenges facing software engineering?
• 4.1.8 How much is the cost of software engineering?
• 4.1.9 What are the best software engineering techniques?
• 4.1.10 Software engineers versus engineers and computer scientists
• 4.2 Software Engineering Body of Knowledge (SWEBOK)
• 4.2.1 The software requirements knowledge area
• 4.2.2 The software design knowledge area
• 4.2.3 Software construction knowledge area
• 4.2.4 The software testing knowledge area
• 4.2.5 The software maintenance knowledge area
• 4.2.6 Software configuration management knowledge area
• 4.2.7 The software engineering management knowledge area
• 4.2.8 The software engineering process knowledge area
• 4.2.9 The software engineering models and methods knowledge area
• 4.2.10 The software quality knowledge area
• 4.2.11 The software engineering professional practice knowledge area
• 4.2.12 The software engineering economics knowledge area
• 4.2.13 The computing foundation knowledge area
• 4.2.14 The mathematical foundations knowledge area
• 4.2.15 The engineering foundations knowledge area
• 4.3 Software engineering relevant certifications
• 4.4 Software project management
• 4.4.1 The initiation and scope definition phase
• 4.4.2 The software project planning phase
• 4.4.3 The software project enactment phase
• 4.4.4 The review and evaluation phase
• 4.4.5 The closure phase
• 4.4.6 The software engineering measurement phase
• 4.4.7 A comparative view: the IEEE-CS software project management approach versus the PMI project management approach
• Chapter 5 Agile and SCRUM software project management
• 5.1 Agile overview
• 5.1.1 The Agile manifesto
• 5.1.2 The Agile main principles
• 5.1.3 The Agile main methods
• 5.2 SCRUM overview
• 5.3 SCRUM principles
• 5.3.1 Empirical process control
• 5.3.2 Self-organization
• 5.3.3 Collaboration
• 5.3.4 Value-based prioritization
• 5.3.5 Time-boxing
• 5.3.6 Iterative development
• 5.4 SCRUM organization
• 5.4.1 Product owner
• 5.4.2 SCRUM master
• 5.4.3 SCRUM team
• 5.4.4 SCRUM of SCRUMs (SoS) structure
• 5.4.5 SCRUM portfolios and programs
• 5.4.6 SCRUM-relevant human resources theories
• 5.4.7 SCRUM conflict management methods
• 5.4.8 SCRUM leadership styles
• 5.5 SCRUM business justification
• 5.6 SCRUM quality
• 5.7 SCRUM change
• 5.8 SCRUM risk
• 5.8.1 Risk identification
• 5.8.2 Risk assessment
• 5.8.3 Risk prioritization
• 5.8.4 Risk mitigation
• 5.8.5 Risk communication
• 5.8.6 Risk minimization in SCRUM
• 5.8.7 Risks in SCRUM portfolios and programs
• 5.9 SCRUM initiate phase
• 5.9.1 The “Create Project Vision” process
• 5.9.2 The “Identify SCRUM Master and Stakeholders” process
• 5.9.3 The “Form SCRUM Team” process
• 5.9.4 The “Develop Epics” process
• 5.9.5 The “Create Prioritized Product Backlog” process
• 5.9.6 The “Conduct Release Planning” process
• 5.10 SCRUM plan and estimate phase
• 5.10.1 The “Create USER-STORIES” process
• 5.10.2 The “Approve, Estimate, and Commit USER-STORIES” process
• 5.10.3 The “Create Tasks” process
• 5.10.4 The “Estimate Tasks” process
• 5.10.5 The “Create Sprint Backlog” process
• 5.11 The SCRUM implement phase
• 5.11.1 The “Create Deliverables” process
• 5.11.2 The “Conduct Daily Standup” process
• 5.11.3 The “Groom Prioritized Product Backlog” process
• 5.12 The SCRUM review and retrospect phase
• 5.12.1 The “Convene SCRUM of SCRUMs” process
• 5.12.2 The “Demonstrate and Validate Sprint” process
• 5.12.3 The “Sprint Retrospect” process
• 5.13 SCRUM release phase
• 5.13.1 The “Ship Deliverables” process
• 5.13.2 The “Retrospect Project” process
• Appendix A: the IET competencies
• IET competencies (learning outcomes)
• Appendix B: Banks of Questions
• Appendix B.1: Chapter 2 Bank of Questions
• Appendix B.2: Chapter 3 Bank of Questions
• Appendix B.3: Chapter 4 Bank of Questions
• Appendix B.4: Chapter 5 Bank of Questions
• Appendix C: Reading materials and references
• Definitions
• Index