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Teams, Governance, and the Evolution of Social Systems While there are good reasons to use teams for software projects, there are also many well-documented challenges and pitfalls. One of the most important decisions for any team is the governance model they choose to abide by. By examining how social systems evolve and the different types of decision-making models they use, we can successfully modify our team approach, especially when work-like software development-is technical and creative in nature. This presentation shows you how to use this context to apply these social structure principles to extract maximal benefits from your team.
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Russell Roundtree, Landmark Graphics
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eXtreme Programming: Managing Agile Development Extreme Programming (XP) has captured the attention of the industry by challenging many cherished beliefs held about software development and management. Not only that, it's actually delivered against those challenges. As a development process, XP focuses on producing sound software architectures while delivering required functionality to customers on time and within budget. It uses iterative development along with other controversial yet effective techniques to get the job done. Robert Martin gives us the real scoop on why XP has enjoyed so many successes, and how it can and will continue to flourish in business development environments.
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Robert Martin, Object Mentor, Inc.
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SM/ASM 2002: The Business Case for Software Quality Each generation of technology-from mainframe to the Internet-creates many opportunities for businesses to try new things. But with uncharted territory comes exponentially increased risks. One way to reduce risk is to implement effective software quality processes. However, the investment required to improve development and testing infrastructures can be significant. Richard Bender addresses fourteen major areas of opportunity that underscore why this investment is critical if an organization is to succeed. He covers areas such as increasing project failure rate, the limited supply of software professionals, rising support costs, and the implications of eCommerce.
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Richard Bender, Bender & Associates
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Mentors, Models, and the Making of Managers: Special Panel Discussion Each of us has a story about how we came to be managers in software organizations. Many of us became managers because we were good developers. Some of us studied management in school. A few of us were groomed and mentored by the companies we work for, and some were tapped for management because we were the only warm body available. But now that we're here, what does it take to become an effective manager? Is being mentored and developed as a manager considered a luxury? Join this interactive panel and discuss the real-life issues and challenges of developing ourselves-and others-as software managers.
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Moderator: Esther Derby ( Esther Derby Associates, Inc.)
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Speaking to Your Management: What Do You Do When They Do Not Listen This presentation explains some of the language barriers and experience barriers between management and quality assurance professionals.
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Ed Weller, Software Technology Transition
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Thinking About People, Process, and Product: A Principle that Works at Work All projects involve the three P's: people, process, and product. People includes everyone who influences the project. Process is the steps taken to produce and maintain software. Product is the final outcome of the project. To keep these three in harmony, you must observe who is trying to do what to deliver what. Usually, two of the three P's are mandated, and the third one is chosen appropriately. Although this is common sense, it is not common practice. Dwayne Phillips discusses the issues and challenges that affect us all on every project. Learn about the ideas and questions to consider to help you work through these issues.
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Dwayne Phillips, U.S. Department of Defense
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A Force for Change-Using Resistance Positively When we try to improve our organizations, we inevitably encounter resistance. This presentation describes how to turn resistance into a resource. Whatever else it may be, resistance is information about the people we are asking to change; about the environment in which the change will happen; about the changes we recommend; and ultimately, about ourselves. Learn ways to tap into that information to turn resistance into a resource for creating lasting improvement.
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Dale Emery, Sun Microsystems
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Launching a Web Development Team Based on a real-life case study, learn how one Fortune 500 manufacturing company-with four development groups in two locations-created a flexible and cost-efficient Web development solution to meet the needs of an expanding business. Explore the development problems-and solutions-encountered on a project of this scope, including issues with geographically dispersed development.
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Thomas Vlasic, John Deere Co.
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Organization: The Forgotten Dimension Explore the software project manager's actual, perceived, and desired position in an organization. Learn how the differences in these three views-coupled with the understanding of roles, responsibility, authority, and accountability-may be more important to a manager's success than the method used to manage the project. Discover techniques that leverage "difficult" organizational structures and cultures to enable the free flow of information that is critical to process improvement and project performance.
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Mark Servello, Change Bridge, Inc.
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Predictive Metrics to Estimate Post Project Costs How much will it cost to support your software project based on current estimations? Discover the answer to this question by using statistical estimation methods-including the S-curve and the Rayleigh curve-to help you determine where your projects are in relation to required quality and trendings to meet your post-project cost goals. Learn how to use metrics to predict post-project costs and make better release decisions based on these predictions.
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Geoffrey Facer, Intel Corporation
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