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Managing Business Dynamics for Software Developers Managing a software development project is a complex mix of many forces--market expectations, the development process, product legacy, people skills, timelines, and budget. While several of these factors may be independent or even uncontrollable, they need to be factored together for success. This is the ultimate challenge of a development manager. Using several scenarios of market and production evolution, Ram Chillarege illustrates these business dynamics. Learn to manage business dynamics through strategies while avoiding misconceptions and common traps.
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Ram Chillarege, IBM Thomas J. Watson Research Center
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Management of Outsourcing--How to Avoid Common Mistakes One of the most challenging areas of software management is encountered in the first year after an outsourcing contract is signed. Carol Dekkers discusses the actions that can be taken by both implementation teams to ease the transition and to achieve outsourcing success. Learn of the common mistakes made involving personnel, measurement, and expectations, and obtain recommendations to increase the transition to a successful partnership.
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Carol Dekkers, Quality Plus Technologies, Inc.
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Internet Product Delivery: Creating Quality at the Speed of the Web Based on an operations perspective, Richard Martin shares his experiences with an e-commerce company in the areas of project planning, quality assurance, release management, and project delivery. Learn how the e-commerce market differs from other enterprise applications and which "best practices" make the most sense. Explore the most effective ways to manage change at Web speed.
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Richard Martin, Calico Commerce
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Measuring the Complexity and Impact of Design Changes Mike Libassi discusses how to use the Weighted Stability Index (WSI) Metrics Model, an adaptation of a U.S. Army method, to measure system design changes and the impact to software releases. Both the original method and the WSI model will be presented, as well as customization, results interpretation, and implementation. Learn how to automate this model into current office technology, like Microsoft Excel and Access.
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Mike Libassi, Intel Corporation
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The Problem of Project Management As a project manager, your daily work is an unending stream of challenges. The burden of project success often lies at your feet. Brian Lawrence contends that one reason so many software projects fail is because project managers may be trying to solve the wrong problems. Learn how to use problem definition as a way to establish a standard against which you can compare yourself to evaluate your performance.
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Brian Lawrence, Coyote Valley Software
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Software Estimating with Functional Metrics One of the greatest challenges faced by software professionals is the accurate estimation of effort, schedule, and cost for software projects. Learn the technique that has proven to be the most successful in establishing accurate estimates based on quantifying customer requirements and evaluating the development environment using software measurement techniques. Discover ways to use this process to improve estimating accuracy in your software projects.
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Scott Goldfarb, Q/P Management Group, Inc.
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Practical Software Measurement, Performance Based Earned Value Earned Value can be a software project manager's most effective tool for integrating cost, technical, and schedule management. Learn how to implement Performance Based Earned Value in a practical and cost-effective manner, including specific recommendations and performance metrics for better project planning, meaningful analysis, and improved management control. Real-life examples illustrate both best practices and lessons learned.
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Paul Solomon, Northrop Grumman Corporation
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Performance Evaluation and Measurement of Enterprise Applications Today's large-scale enterprise applications are all Web-enabled and complex in nature. Many users experience performance problems from day one. Performance evaluation and measurement via extensive testing is the only practical way to raise and address all issues prior to a successful deployment. Learn how to tackle performance and capacity issues with the appropriate testing strategy and scalable infrastructure/architecture.
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Rakesh Radhakrishnan, Sun Microsystems
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Software Cost Management with COCOMO II COCOMO II updates the 1981 Constructive Cost Model (COCOMO) to address the new ways that software is being developed and managed, including non-sequential process models, applications composition, product line management, distributed development and applications, and rapid application development. Barry Boehm summarizes these trends and shows how COCOMO II and its emerging extensions are addressing them. Learn how COCOMO II can be used for a variety of management decision situations, such as linking tactical project management to strategic productivity and cycle time improvement management via a quantitative metrics-based approach.
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Barry Boehm, University of Southern California
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Practices of High Maturity Organizations Over the past several years, the Software Engineering Institute has participated in several workshops and site visits with maturity level 4 and 5 software organizations. Mark Paulk discusses the lessons learned from these interactions with high maturity organizations and examines the results of a survey taken to informally test the anecdotal observations about high maturity practices. Explore specific areas of interest, including statistical process, quality control, and product lines/families. A variety of engineering and management practices, including issues outside the scope of the Capability Maturity Model for Software, will be discussed.
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Mark Paulk, The Software Engineering Institute
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