Foreword

Introduction

Part One The Evolving State of ESPM

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Chapter 1 The Changing Landscape of Software Development

What Is a Software Development Project?Examples of Two Software Development Projects

What Is Software Development Project Management?What Are the Characteristics of the Software to Be Developed?

Quadrant 1: Goal and Solution Are Clearly SpecifiedQuadrant 2: Goal Is Clearly Specified but Solution Is NotQuadrant 3: Goal and Solution Are Not Clearly SpecifiedQuadrant 4: Goal Is Not Clearly Specified but the Solution Is

What Software Development Approach Is Appropriatefor Building the Software?

Quadrant 1: Goal and Solution Are Clearly SpecifiedQuadrant 2: Goal Is Clearly Specified but Solution Is NotQuadrant 3: Goal and Solution Are Not Clearly SpecifiedQuadrant 4: Goal Is Not Clearly Specified but the Solution Is

What Project Management Approach Is Appropriatefor Managing the Software Development Process?

The Complexity/Uncertainty Domain of SDPMRequirementsFlexibilityAdaptabilityChange

Risk Versus the Complexity /Uncertainty DomainTeam Cohesiveness Versus the Complexity /

Uncertainty DomainCommunications Versus the Complexity /Uncertainty DomainCustomer Involvement Versus the Complexity /

Uncertainty DomainThe Customer's Comfort ZoneOwnership by the CustomerCustomer Sign-Off

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Part Two

Specification Versus the Complexity /Uncertainty DomainChange Versus the Complexity /Uncertainty DomainBusiness Value Versus the Complexity /Uncertainty Domain

Balancing Staff, Process, TechnologyStaff-Driven EnvironmentsProcess-Driven EnvironmentsTechnology-Driven Environments

Discussion Questions

SDPM Roadmap

The Contemporary Software Development LandscapeLinear

Characteristics of Linear SDPM Strategy ProjectsStrengthsWeaknesses

IncrementalCharacteristics of Incremental SDPM Strategy ProjectsStrengthsWeaknesses

Iterative

Characteristics of Iterative SDPM Strategy ProjectsStrengthsWeaknesses

AdaptiveCharacteristics of Adaptive SDPM Strategy ProjectsStrengthsWeaknesses

ExtremeCharacteristics of Extreme SDPM Strategy ProjectsStrengthsWeaknesses

A Generic Template for Discussing SDPM StrategiesDiscussion Questions

Linear ESPM

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Chapter3 Linear SDPM Strategy

The Linear SDPMStrategyScope PhasePlan and Launch PhasesMonitor and Control PhasesClose Phase

Types of Linear SDPM StrategiesStandard Waterfall ModelVariation to the Standard Waterfall ModelRapid Development Waterfall Model

Discussion Questions

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Chapter 5

Chapter 6

The Linear SDPM Scoping PhaseSolution Definition

Defining the ProblemDetermining CausesGenerating Ideas for SolutionsPrioritizing Ideas

Requirements GatheringDefining and Managing Customer RequirementsGathering Customer RequirementsWhat Are Requirements?What Kinds of Requirements Are There?

Functional RequirementsNon-Functional RequirementsGlobal RequirementsConstraints

Customer Sign-Off on RequirementsCustomer Willingly Signs OffCustomer Unwilling to Sign Off

Project Overview Statement

Ensuring That a Linear SDPM Strategy Is Correct

Discussion Questions

The Linear SDPM Planning Phase

Work Breakdown Structure TemplateRapid Development Waterfall Model

Dependency DiagrammingRapid Development Waterfall Model

Cohesion and CouplingCreating Independent Deliverables Sets

Project SchedulingStandard Waterfall ModelRapid Development Waterfall Model

Resource RequirementsStandard Waterfall ModelRapid Development Waterfall Model

Discussion Questions

The Linear SDPM LaunchingPhaseTeam Leadership Model

Hierarchical Leadership ModelTeam Leader Model

Organizing the Linear SDPM Strategy Project TeamAuthority

Standard WaterfallRapid Development Waterfall

Responsibility

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Chapter 8

Chapter 9

RASCI MatrixDeveloping a Team Development Plan

Team Meetings

Managing Concurrent Swim LanesDiscussion Questions

The Linear SDPM Monitoring and Controlling Phase

Project Review SessionsLinear SDPM Strategy for the Standard Waterfall ModelLinear SDPM Strategy for the Rapid Development Waterfall

Scope Change ManagementStandard WaterfallRapid Development WaterfallProtecting the Linear SDPM Strategy Project

Against the Impact of Scope ChangeManagement ReserveCreating a Scope BankChanging SDPM Strategies

Milestone Trend Charts

Discussion Questions

The Linear SDPM Closing Phase

Requirements Validation

Acceptance Test Procedures

Customer Sign-OffCeremonial AcceptanceFormal Acceptance

The Closing PhaseDeployment StrategiesProject File

Lessons Learned

Discussion Questions

The Linear SDPM Strategy Summary

Comparing and Contrasting the SDPM ModelsPoints to Remember

Risk SituationsSchedule SlippagesReworkResource Contention

Change IntoleranceTeam Structure

Discussion Questions

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Part Three Incremental ESPM

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Chapter 11

Chapter 12

The Incremental SDPM Scoping Phase

The Scoping Phase of an Incremental SDPM Strategy

The Scoping Phase of the Incremental SDPM Strategyfor the Staged Delivery Waterfall Model 147

Developing the Project Overview Statement of the Project 147Defining the Number and Duration of Each Increment 149Identifying the Functionality to Be Released in Each Increment 150Planning to Build a Deliverables-Based Work Breakdown

Structure

Assuring the Integrity of the Dependency StructureBetween Deliverables

Allocating Management Reserve

The Scoping Phase of the Incremental SDPM Strategyfor the Feature-Driven Development Model

Forming the Modeling TeamConducting a Domain WalkthroughStudying DocumentsDeveloping Small Group ModelsDeveloping a Team ModelRefining the Overall Object ModelWriting Model Notes

The Role of the RBS

In the Staged Delivery Waterfall ModelIn the Feature-Driven Development Model

The Role of the Precedence DiagramIn the Staged Delivery Waterfall ModelIn the Feature-Driven Development Model

Discussion Questions

Incremental SDPM Strategy

The Incremental SDPM StrategyScope PhasePlan and Launch PhasesMonitor and Control PhasesClose Phase

Types of Incremental SDPM StrategiesStaged Delivery Waterfall ModelFeature-Driven Development

Discussion Questions

The Incremental SDPM Planning Phase

The Planning Phase of an Incremental SDPM StrategyDecomposing the Requirements Breakdown StructureSequencing the Development Work

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The Planning Phase of an Incremental SDPM Strategyfor the Staged Delivery Waterfall Model

Building the Complete WBSEstimating Task DurationEstimating Resource RequirementsBuilding the Precedence DiagramAllocating Functions and Features to Determine

Number of StagesCreating the Initial Project Schedule

The Planning Phase of an Incremental SDPM Strategyfor the Feature-Driven Development Model

Modeling the Solution

Building the Feature List and Assembling Feature SetsDeveloping the Feature Plan

Feature Sets Built SequentiallyFeature Sets Built Concurrently and Sequentially

Discussion Questions

Chapter 13 The Incremental SDPM Launching Phase

The Launching Phase of an Incremental SDPM StrategyHandling Scope Change

Comprehensive Increment PlanIncrement by Increment Plan

Increment Handoffs

Scheduling ResourcesScheduling Increments

The Launching Phase of an Incremental SDPM Strategyfor the Staged Waterfall Model

Handling Scope ChangeComprehensive Increment PlanIncrement by Increment Plan

Increment Handoffs

Scheduling ResourcesScheduling Increments

The Launching Phase of an Incremental SDPM Strategyfor the Feature-Driven Development Model

Scope Changes Can Be Affected by Precedence RelationshipsFeatures Not YetDeveloped May Render Scope Change

Requests UnnecessaryDiscussion Questions

Chapter14 TheIncrementalSDPMMonitoringand ControllingPhaseThe Monitoring and Controlling Phase

of an Incremental SDPM Strategy

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Project Review SessionsIncremental SDPM Strategy for the Staged Delivery

Waterfall Model

Incremental SDPM Strategy for the Feature-DrivenDevelopment Model

Scope Change ManagementProtecting the Incremental SDPM Strategy Project

Against the Impact of Scope ChangeManagement ReserveChange to an Iterative SDPM Strategy

Discussion Questions

The Incremental SDPM Closing Phase

The Closing Phase of the Incremental SDPM Strategy

Incremental SDPM Strategy for the Closing Phaseof the Staged Delivery Waterfall Model

Acceptance CriteriaIncremental Acceptance CriteriaProject Completion Acceptance Criteria

Lessons LearnedIncrement Lessons Learned

Project Completion Lessons Learned

Incremental SDPM Strategy for the Closing Phaseof the Feature-Driven Development Model

Acceptance CriteriaIncremental Acceptance CriteriaProject Completion Acceptance Criteria

Lessons LearnedIncrement Lessons Learned

Project Completion Lessons LearnedDiscussion Questions

The Incremental SDPM Strategy Summary

Comparing and Contrasting the SDPM ModelsPoints to Remember

Risk Situations

Risk of Project ClosureRisk of Team ChangesRisk of Changing PriorityRisk of Schedule SlippagesRisk of ReworkRisk of Resource Contention

Change IntoleranceTeam Structure

Discussion Questions

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Iterative SDPM Strategy

The Iterative SDPM StrategyScope PhasePlan and Launch PhasesMonitor and Control PhasesClose Phase

Types of Iterative SDPM StrategiesEvolutionary Development Waterfall ModelSCRUM

Idea Is ProposedDeveloping and Prioritizing a List of FunctionalitySprint Planning MeetingDemo Sprint Functionality

Rational Unified Process

InceptionElaborationConstructionTransition

Dynamic Systems Development MethodDiscussion Questions

The Iterative SDPM Scoping Phase

The Scoring Phase of an Iterative SDPM Strategy

The Scoring Phase of the Iterative SDPM Strategyfor the Evolutionary Development Waterfall Model

Gathering RequirementsGenerating the RBSDefining the Functions and Features of the Initial SolutionDetermining the Number and Time Box for the Iterations

The Scoring Phase of the Iterative SDPM Strategyfor the SCRUM Model

Idea Creation

Gathering RequirementsDefining the Required FunctionsPrioritizing Functions

The Scoring Phase of the Iterative SDPM Strategyfor the Rational Unified Process Model

Establishing a Business ModelDescribing the Core Requirements Through a Function and

Feature ListGathering a Documented List of All Use Cases That Flow

from the Functions and Features ListCrafting a High-Level Outline of the Phases and Iterations

The Scoring Phase of the Iterative SDPM Strategyfor the Dynamic Systems Development Method

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Chapter 20

Outlining the Plan to Build a Deliverables-Based WBSBuilding a Quick PrototypeDefining Business Processes Affected by This ProjectPrioritizing the FunctionalityDeveloping the Dependency Structure Between Functionality

Discussion Questions

The Iterative SDPM Planning Phase

The Planning Phase of an Iterative SDPM Strategy

The Planning Phase of an Iterative SDPM Strategyfor the Evolutionary Development Waterfall Model

Identifying Those Functions Where Features May Be MissingPrioritizing the Functions That Are Missing FeaturesAllocating Functions to IterationsCreating the Project Schedule for This Iteration

The Planning Phase of an Iterative SDPM Strategyfor the SCRUM Model

Current Product BacklogPrioritized BacklogSprint Backlog

The Planning Phase of an Iterative SDPM Strategyfor the Rational Unified Process Model

Overall PlanIteration Duration and NumberAssigning Deliverables to IterationsTracking Project Performance

Iteration Plan

The Planning Phase of an Iterative SDPM Strategyfor the Dynamic Systems Development Method

Outlining the Project PlanIdentifying and Prioritizing FunctionalityDocumenting Architectural Specifications

Discussion Questions

The Iterative SDPM Launching Phase

The Launching Phase of an Iterative SDPM StrategyProcessing Scope Change RequestsHandling Solution HandoffsHandling Solution RolloutScheduling Iterations

The Launching Phase of an Iterative SDPM Strategyfor the Evolutionary Development Waterfall Model

Processing Scope Change RequestsHandling Solution HandoffsHandling Solution RolloutScheduling Iterations

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Chapter 22

The Launching Phase of an Iterative SDPM Strategyfor the SCRUM Model

The Launching Phase of an Iterative SDPM Strategyfor the Rational Unified Process Model

The Launching Phase of an Iterative SDPM Strategyfor the Dynamic Systems Development Method

Discussion Questions

The Iterative SDPM Monitoring and Controlling Phase

The Monitoring and Controlling Phaseof an Iterative SDPM Strategy

Project Progress ReportingDiscoveryof NewIRevised FeaturesProcessing Scope Change Requests

The Monitoring and Controlling Phase of an IterativeSDPM Strategy for the Evolutionary DevelopmentWaterfall Model

The Monitoring and Controlling Phase of anIterative SDPM Strategy for the SCRUM Model

The Monitoring and Controlling Phase of an IterativeSDPM Strategy for the Rational Unified Process Model

The Monitoring and Controlling Phase of an IterativeSDPM Strategy for the Dynamic Systems DevelopmentMethod

Discussion Questions

The Iterative SDPM ClosingPhase

The Closing Phase of the Iterative SDPM Strategy

Iterative SDPM Strategy for the Closing Phaseof the Evolutionary Development Waterfall Model

Iteration Lessons LearnedProject Completion Lessons Learned

Lessons Learned About Working with This CustomerLessons Learned About the Evolutionary Development

Waterfall Model

Iterative SDPM Strategy for the Closing Phaseof the SCRUM Model

Sprint Planning Meeting Lessons LearnedSprint Lessons LearnedProject Completion Lessons Learned

Iterative SDPM Strategy for the Closing Phaseof the Rational Unified Process Model

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Iterative SDPM Strategy for the Closing Phaseof the Dynamic Systems Development Method 269

Solution Accepted 269Revise Solution Design 270Revise Functional Model 271Repeat Business Study 271

Discussion Questions 271

Chapter 23 The Iterative SDPM Strategy Summary 273

Traditional Versus Agile Projects 274

Traditional Versus Agile Project Managers 274

Traditional Versus Agile Teams 275

Traditional Versus Agile Project Planning 276

Traditional Versus Agile Scope Change Management 276

Discussion Questions 277

Part Five Adaptive ESPM 279

Chapter 24 Adaptive SDPM Strategy 281

The Adaptive SDPM Strategy 281Scope Phase 283Plan and Launch Phases 283Monitor and Control Phases 283Close Phase 284

Types of Adaptive SDPM Strategies 284Adaptive Project Framework 284

The Adaptive Scope Triangle 285Definition of an Adaptive Project 286What Is the Adaptive Project Framework? 286APF Core Values 287An Overview of the APF 289

Adaptive Software Development 295Speculate 296Collaborate 296Learn 296

Discussion Questions 298

Chapter 25 The Adaptive SDPM ScopingPhase 301

The Scope Phase of an Adaptive SDPM Strategy 302

The Scoping Phase of the Adaptive SDPM Strategyfor the Adaptive Project Framework Model 303

Overview of the Adaptive SDPM Scoping Phase 304What Is the Version Budget and Timebox? 305

Chapter 26

Chapter 27

The Scoping Phase of the Adaptive SDPM Strategyfor the Adaptive Software Development Model

Project Vision StatementProject Data SheetProject Mission ProfileProject Specification Outline

Discussion Questions

The Adaptive SDPM Planning Phase

The Planning Phase of an Adaptive SDPM Strategy

The Planning Phase of an Adaptive SDPM Strategyfor the Adaptive Project Framework Model

Completing a Project Overview StatementReviewing Known Parts of the RBSDetermining Cycle LengthDetermining Number of CyclesPrioritizing Known FunctionalityDetermining the Functionality to Be BuiltDetermining the Probative Initiatives to Be TakenCreating the WBS for the Functionality and

Probative Initiatives to Be Done

Estimating Task DurationCreating a Resource Managed Cycle Schedule

The Planning Phase of an Adaptive SDPM Strategyfor the Adaptive Software Development Model

The Project Initiation PhaseProject TimeboxOptimal Number of Cycles and the Timebox for EachObjective Statement for Each CycleAssign Primary Components to CyclesAssign Technology Support and Components to CyclesA Project Task List

Discussion Questions

The Adaptive SDPM Launching Phase

The Launching Phase of an Adaptive SDPM StrategyProcessing Scope Change RequestsHandling Solution HandoffsHandling Solution RolloutScheduling Iterations

The Launching Phase of an Iterative SDPM Strategyfor the Adaptive Project Framework Model

The Launching Phase of an Adaptive SDPM Strategyfor the Adaptive Software Development Model

Discussion Questions

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Chapter 28 The Adaptive SDPM Monitoring and Controlling Phase 329

The Monitoring and Controlling Phaseof an Adaptive SDPM Strategy 329

Project Progress Reporting 331Discovery of New /Revised Functions 331Discovery of New /Revised Features 331Processing Scope Change Requests 331

The Monitoring and Controlling Phase of an AdaptiveSDPM Strategy for the Adaptive Project FrameworkModel 332

Customer Checkpoint 333Questions to BeAsked During the Customer Checkpoint 333Output from the Customer Checkpoint 336

The Monitoring and Controlling Phase of an IterativeSDPM Strategy for the Adaptive Software DevelopmentModel 337

Discussion Question 338

Chapter 29 The Adaptive SDPM ClosingPhase 339

The Closing Phase of the Adaptive SDPM Strategy 339

Iterative SDPM Strategy for the Closing Phaseof the Adaptive Project Framework Model 341

The Just Completed Cycle 342The Final Cycle 343

Adaptive SDPM Strategy for the Closing Phaseof the Adaptive Software Development Model 343

The Just Completed Cycle 344The Final Cycle 345

Discussion Question 345

Chapter 30 The Adaptive SDPM StrategySummary 347

Traditional Versus Adaptive Projects 348

Traditional Versus Adaptive Project Managers 349

Traditional Versus Adaptive Teams 350

Traditional Versus Adaptive Project Planning 350

Traditional Versus Adaptive Scope Change Management 351Discussion Question 352

Part Six Extreme ESPM 353

Chapter 31 Extreme SDPM Strategy 355

The Extreme SDPM Strategy 356Scope Phase 356Plan and Launch Phases 357

Chapter 32

Chapter 33

Monitor and Control PhasesClose Phase

Types of Extreme SDPM StrategiesINSPIRE

INitiateSPeculateIncubateREview

The Flexible ModelVisionateSpeculateInnovateReevaluateDisseminate

Discussion Questions

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The ExtremeSDPM ScopingPhase

The Scoring Phase of an Extreme SDPM StrategyThe Scoring Phase of the Extreme SDPM Strategy

for the INSPIRE Model

The Scoring Phase of the Extreme SDPM Strategyfor the Flexible Model

Sponsor's VisionCollective Vision

Scoping Meeting HeldProbable Future Scenarios IdentifiedThree-Sentence Project Skinny Agreed ToProject Boundaries Agreed ToProgram Breakdown Structure Agreed ToProject Imperatives Agreed ToProduct Vision Agreed ToProject Win Conditions Agreed ToBenefits Map DraftedWow! Factor IdentifiedProject Uncertainty Profile Updated

Discussion Question

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The ExtremeSDPM Planning Phase

The Planning Phase of an Extreme SDPM StrategyThe Planning Phase of an Extreme SDPM Strategy

for the INSPIRE ModelNext Cycle FunctionalityNext Cycle Probative InitiativesValidation of Next Cycle Length

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Chapter 35

The Planning Phase of an Extreme SDPM Strategyfor the Flexible Model

Step 1: Review and Update the Collective VisionStep 2: Review the Project Uncertainty ProfileStep 3: Decompose the Project into a Set of DeliverablesStep 4: Estimate the Size of Each DeliverableStep 5: Estimate the Effort to Produce Each Deliverable

in Person DaysStep 6: Select a Development Life CycleStep 7: Schedule the DeliverablesStep 8: Agree on TimeboxesStep 9: Assess Technical and Support RequirementsStep 10:Assess Team RequirementsStep 11:Identify Development ToolsStep 12:Produce a Risk Management Grid

Discussion Questions

The Extreme SDPM LaunchingPhase

The Launching Phase of an Extreme SDPM StrategyThe Launching Phase of an Extreme SDPM Strategy

for the INSPIRE Model

The Launching Phase of an Extreme SDPM Strategyfor the Flexible Project Model

Discussion Question

The Extreme SDPM Monitoring and Controlling Phase

The Monitoring and Controlling Phaseof an Extreme SDPM Strategy

Project Progress ReportingProcessing Scope Change Requests

The Monitoring and Control Phase of an ExtremeSDPM Strategy for the INSPIRE Model

SPeculate PhaseIncubate PhaseREview Phase

The Monitoring and Controlling Phase of an ExtremeSDPM Strategy for the Flexible Model

What Are the Results to Date Versus Your Original Goal?Has the Project Priority Changed?How Do You Intend to Realign with the Original Goal?

Discussion Question

The Extreme SDPM ClosingPhase

The Closing Phase of the Extreme SDPM StrategyNew Probative InitiativesExtended Probative InitiativesAbandoned Probative Initiatives

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Iterative SDPM Strategy for the Closing Phaseof the INSPIRE Model

Lessons LearnedSolution Types

Acceptable SolutionUnacceptable Solution

Extreme SDPM Strategy for the Closing Phaseof the Flexible Model

Deployment of the SolutionLessons LearnedBenefits and RecognitionBenefits Tracked and Harvested

Discussion Question

The Extreme SDPM Strategy Summary

Traditional Versus Extreme ProjectsTraditional Versus Extreme Project ManagersTraditional Versus Extreme Teams

Traditional Versus Extreme Project PlanningTraditional Versus Extreme Scope Change ManagementDiscussion Question

Part Seven In Summary

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Chapter 38 Where Are You?

The Perspective of the EnterpriseFrom the Perspective of the Customer

From the Perspective of the Project Manager

From the Perspective of the Development Team

Tracking Where You AreProcess TrackingPractice TrackingProject Tracking

Milestone Trend ChartsEarned Value AnalysisPerformance IndicesAdapting to Accommodate Milestone Trend Charts and

Earned Value

Other Warning SignsDiscussion Question

Chapter 39 Where Do YouWant To Go and How CanYou Get There?Where Do You Want To Go?

Review POS

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Gather RequirementsCompletenessClarity

Assess State of Solution CompletenessChoose SDPM Strategy

The Enterprise EnvironmentThe SponsorYour Experience with the CustomerThe Skill/Competency /Experience Level

of the Project TeamThe Physical Location of the Project TeamThe Criticality of the Project

Continuously Monitor the ProjectHow Will You Get There?

Assess Process EffectivenessDetermine Process GoalsPrioritize Process GoalsSelect Process for ImprovementIdentify Improvement InitiativesLaunch Improvement ProjectsCompare Results against Goals

Discussion Questions

Appendix A What's on the Web Site?

Pizza Delivered Quickly (PDQ) Case Study(MS Word File)

Figures Master File

Appendix B BibliographyThe Changing SDPM LandscapeTraditional Project ManagementAgile Project ManagementPutting It All Together

Appendix C The Project Overview StatementParts of the pas

Stating the Problem/ OpportunityEstablishing the Project GoalDefining the Project ObjectivesIdentifying Success CriteriaList Assumptions, Risks, and Obstacles

Attachments

Appendix D Requirements GatheringConditions of Satisfaction

Business OutcomesMilestone Reviews

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The Volere ProcessGathering Customer Requirements

What Are Requirements?What Kinds of Requirements Are There?Refining the Product DefinitionManaging Changing Requirements

Volere Requirements ProcessStartTrawl for KnowledgeThe Shell

DescriptionRationaleSourceFit CriteriaDependenciesConflictsQuality CheckAnalyzing the Specification

Reusability

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Appendix E The Work Breakdown Structure

Generating the WBSTop-Down Approach

Team ApproachSub-team Approach

Bottom-Up ApproachIntermediate WBSfor Large Projects

Six Criteria to Test for Completeness in the WBSStart/Completion Is MeasurableStart/End Events Are Clearly DefinedActivity Has a DeliverableTime and Cost Are Easily EstimatedActivity Duration Is Within Acceptable LimitsWork Assignments Are Independent

Approaches to Building the WBSNoun-Type ApproachesVerb-TypeApproachesOrganizational Approaches

Noun-Type Approaches

Verb-Type Approaches

Other ApproachesGeographicDepartmentalBusiness Function

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Appendix F EstimationEstimating Time, Cost, and Resource Requirements

Resource Loading versus Task Duration

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Variation in Task Duration

Varying Skill LevelsUnexpected EventsEfficiency of Work TimeMistakes and MisunderstandingsCommon Cause Variation

Six Methods for Estimating Task DurationSimilarity to Other TasksHistorical DataExpert AdviceDelphi TechniqueThree-Point TechniqueWide-Band Delphi Technique

Estimation Precision

Appendix G The Project Network Diagram

Constructing the Software DevelopmentProject Schedule

The Project Network DiagramBuilding the Precedence Network DiagramDependencies

Finish to StartStart to StartStart to FinishFinish to Finish

Creating an Initial Project Network ScheduleThe Early ScheduleThe Late Schedule

Critical Path CalculationSlack

Near-Critical Path

Analyzing the Initial Project Network DiagramSchedule Compression

Appendix H The Resource ScheduleBuilding the Resource ScheduleExamples of a Resource Schedule

Appendix I Organizing the Project Team

Problem SolvingStep 1: Delineate the Opportunity and Define the ProblemStep 2: Compile the Relevant DataStep 3: Generate IdeasStep 4: Evaluate and Prioritize IdeasStep 5: Develop the Implementation Plan

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Decision MakingDirectiveParticipativeConsultative

Conflict ResolutionAvoidantCombativeCollaborative

Consensus Building

Brainstorming

Project Performance Reporting

Monitoring and Controlling Software DevelopmentProject Progress

Progress Reporting SystemTypes of Project Status Reports

Current Period ReportsCumulative ReportsException ReportsStoplight ReportsVariance Reports

Measuring VariancesCatch Deviations from the Curve EarlyDampen OscillationAllow Early Corrective ActionDetermine Weekly Schedule VarianceDetermine Weekly Effort (Person Hours/Day) Variance

How and What Information To UpdateDetermine a Set Period of Time and Day of WeekReport Actual Work Accomplished During This PeriodRecord Historical and Re-estimate Remaining

(In-Progress Work Only)Report Start and Finish DatesRecord Days of Duration Accomplished and RemainingReport Resource Effort (Hours/Day) Spent and Remaining

(In-Progress Work Only)Frequency of Gathering and Reporting Project ProgressVariances

Positive VariancesNegative Variances

Graphical Reporting ToolsGantt ChartsMilestone Trend ChartsEarned Value Analysis (a.k.a. Cost Schedule Control)

Level of DetailActivity ManagerProject ManagerSenior Management

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Project Status MeetingsWhat Is a Project Status Meeting?Who Should Attend?

When Are They Held?What Is Their Purpose?What Is Their Format?

Problem Management Meetings

Change ManagementProject Change RequestProject Impact Statement

It Can Be Accommodated within the Project Resourcesand Timelines

It Can Be Accommodated but Will Require an Extensionof the Deliverable Schedule

It Can Be Accommodated within the Current DeliverableSchedule but Additional Resources Will Be Needed

It Can Be Accommodated but Additional Resources andan Extension of the Deliverable Schedule Will Be Required 564

It Can Be Accommodated with a Multiple Release Strategyand Prioritizing of the Deliverables across theRelease Dates

It Cannot BeAccommodated without a Significant Changeto the Project

Problem EscalationProject Manager-Based StrategiesResource Manager-Based StrategiesCustomer-Based StrategiesThe Escalation Strategy Hierarchy

No Action Required (Schedule Slack Will Correctthe Problem)

Examine FS Dependencies for Schedule CompressionOpportunities

Reassign Resources from Non-Critical Path ActivitiesTo Correct the Slippage

Negotiate Additional ResourcesNegotiate Multiple Release StrategiesRequest Schedule Extension from the Customer

Business Process Flow DiagrammingWhat Is a Business Process?

Characteristics of Business ProcessesProcess EffectivenessProcess Efficiency

Streamlining ToolsBureaucracy EliminationDuplication EliminationValue-Added AssessmentSimplificationProcess Cycle-Time Reduction

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Error ProofingUpgradingSimple LanguageStandardization

Supplier PartnershipBig Picture Improvement

What Is a Business Process Improvement Project?Indicators of Needed Improvement

Business Process Diagramming

Business Process Flow Diagram Formats

Context DiagramsBusiness Process Work Flow Diagrams

Documenting the" As Is" Business ProcessEnvisioning the "To Be" StateDefining the" As Is" to "To Be" Gap

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