Productive Objects: An Applied Software Project Management FrameworkThe increasing popularity of object-oriented programming languages, design methods, database managers, and other technologies has challenged software development project managers with a new set of rules. Project managers need to reexamine their standard methods for planning and controlling projects to adapt to the new rules for development. This book combines the perspectives of project management and systems theory to provide a unique look at managing object-oriented projects. Software engineers and project managers working with object technology will obtain essential tools for managing any software project and will learn how to apply those tools specifically to managing object-oriented software projects. This guidebook provides an integrated, cohesive system of project management that aligns directly with the technology it manages. Organized into self-contained sections, this book permits you to access the project management objects you need. In addition, it provides examples of what to do and what not to do using real-life examples from the author's experience.
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Contents
Systems and Projects | 2 |
A General Systems Approach | 4 |
Reusable System | 42 |
The Project and Its Environment | 63 |
Process | 82 |
Process and Process Modeling | 84 |
The WorkFlow Model | 105 |
Plan and Scope | 116 |
Change Management Plan | 380 |
Change Management | 387 |
Configuration Management | 400 |
Baseline | 419 |
Procurement | 444 |
Procurement | 446 |
Contract Administration | 469 |
Organization | 478 |
The Project Document | 118 |
The Project Plan | 128 |
Statement of Work | 139 |
Quality Management | 154 |
Schedule | 172 |
Project Scheduling | 174 |
The Schedule Task and Dependency | 189 |
Risk | 200 |
Risk Quantification | 226 |
Risk Management | 244 |
Software Development | 254 |
Software | 256 |
Developing ObjectOriented Software | 273 |
Development Documentation | 298 |
Development Environment | 322 |
Tools | 330 |
Work Calendar | 334 |
Repository | 341 |
Development Tool | 348 |
Information System and Modeling Tool | 360 |
Change | 378 |
Organization | 480 |
Work Group and the Team | 509 |
Management Culture | 525 |
Policy | 538 |
Organizational Environment | 550 |
Resources | 560 |
Resource | 562 |
Resource Assignment | 591 |
Cost | 604 |
The Chart of Accounts | 606 |
The Budget | 612 |
Cost Management | 624 |
Communication | 632 |
Communication Process | 634 |
The Personal Interaction | 644 |
Meeting | 648 |
Progress Report | 661 |
Communication Tool | 667 |
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| 683 | |
Common terms and phrases
2.1 Reusable System 2.3 Versioned System Approach assignments breakdown structure calendar change management process change requests chart of accounts cluster communication process complete components configuration management control chart control limits CORBA cost estimates create culture database deliver deliverables depends earned value evaluate example failure feedback function points Improvement Plan integration iterative Joint Review kind matrix ment Metric mission OO projects OO software OO technology organization Organizational Environment policies problems process model product baseline product repository Project Document Project Management Institute project management system project plan project process project schedule Questions to Think requirements Reusable System 2.3 reuse potential reuse repository risk management methods risk management plan risk tolerance schedule tasks skills software development software projects software system specific stakeholders standard System 2.1 Reusable System Model Target task model test suite timesheets Vision x-R control chart
Popular passages
Page xvii - TURNING and turning in the widening gyre The falcon cannot hear the falconer; Things fall apart; the centre cannot hold; Mere anarchy is loosed upon the world, The blood-dimmed tide is loosed, and everywhere The ceremony of innocence is drowned; The best lack all conviction, while the worst Are full of passionate intensity.
Page xxi - Repeatable Basic project management processes are established to track cost, schedule, and functionality. The necessary process discipline is in place to repeat earlier successes on projects with similar applications. 3. Defined The software process for both management and engineering activities is documented, standardized, and integrated into a standard software process for the organization.
Page xxi - The software process for both management and engineering activities is documented, standardized, and integrated into a standard software process for the organization. All projects use an approved, tailored version of the organization's standard software process for developing and maintaining software. 4. Managed. Detailed measures of the software process and product quality are collected. Both the software process and the products are quantitatively understood and controlled.
Page xxi - Few processes are defined, and success depends on individual effort and heroics. 2. Repeatable: Basic project management processes are established to track cost, schedule, and functionality. The necessary process discipline is in place to repeat earlier successes on projects with similar applications.
Page xxv - Goal 1 Software quality assurance activities are planned. Goal 2 Adherence of software products and activities to the applicable standards, procedures, and requirements is verified objectively. Goal 3 Affected groups and individuals are informed of software quality assurance activities and results.
Page xxiv - Goal 1 Software estimates are documented for use in planning and tracking the software project.