| Software
Management |
Software
Measurement
|
| 10:15
AM Go to
11:15 AM Go to 1:30 PM |
10:15
AM Go to
11:15 AM Go to 2:30 PM
|
W1
Management Foundations
Warp 6, Mr. Sulu: The Future of Software Development
Becky Winant, Espirit Systems Consulting, Inc.
As a manager, you
have many readings which help you monitor your course. Choosing a
direction is a different matter. Like the crew of any Star Trek™
episode, you may have to make a decision based on the unknown. The
best choice may not be based on what you know—but what is
possible. For years we have built software in roughly the same way.
Becky Winant discusses an emerging new discipline sitting on the
horizon—complete with higher-level communication tools, practical
knowledge capture, and advanced simulation software—that is poised
and ready to change the face of software development as we know it.
• How to compress time with parallel analysis and design
• How to achieve knowledge capture with tangible, reusable
analysis and
design assets
• The new challenges we face |
W4
Measurement Programs
From Zero to 100: Project Metrics in an Investment Bank
Barry Young and Arun Banerjee, Goldman Sachs and Co.
Metrics collection,
interpretation, and data quality always present a challenge to
organizations. In the midst of an ever-increasing organization such
as Goldman Sachs, the need for comprehensive metrics has become a
top priority. Learn how one company successfully implemented a
measurement initiative from ground zero using project management
discipline, completion dates, scope definition, and a lifecycle
approach—resulting in expanded coverage, more sophisticated usage
of data, and support of the management and quality teams.
• How to develop a metrics program
• Ways to create buy-in and organizational excitement
• Creative use of prototyping of data/reporting
|
 |
W2
Managing Web Projects
B2B & B2C Project
Development & Management—So What's Different?
Rick Smith,
ObjectSpace, Inc.
Learn how to
understand and address the unique and not so unique aspects of
Internet-based business-to-consumer (B2C) and business-to-business
(B2B) project development. Based on three case studies used to
illustrate the important aspects of Internet project development,
you will cover the full project lifecycle—from inception to launch—highlighting
key principles and practices along the way. The case studies will
include an information-centric Internet Web site (corporate brochure
site), an electronic commerce site (consumer), and a
business-to-business exchange.
• How to establish project focus/vision for B2B and B2C
projects
• Key aspects of project management for B2B and B2C projects
• Key principles and practices for the development and management
of three different types of Web sites
|
W5
Measuring Performance
Three Numbers to
Measure Project Performance
Thomas Liedtke,
Alcatel
In this presentation,
Thomas Liedtke will provide input on performance measurement—including
definitions and theory—and the three numbers that must be measured
as input for further analysis. You will also gain insight into the
"net earned value" method for a large telecommunication
project. Discover ways to get your schedule, costs, and budget under
control by applying this method, and learn the types of arguments
and statements you can give based on its application.
• Performance measurement—a definition and goals
• How to interpret measured figures
• How to keep the schedule, cost, and budget under control by
applying the net earned value method
|
|
W3
Improvement Approaches
Better Testing—Worse
Quality?
Elisabeth Hendrickson, Aveo Inc.
Many organizations
react to quality issues encountered after shipping a product by
renewing their emphasis on testing. The logic is that better testing
would have resulted in better software. Ironically, focusing on
testing can cause worse quality. In this discussion, Elisabeth
Hendrickson provides real-world examples of when better testing has
resulted in worse quality and how to turn around the downward
spiral.
• How to detect when better testing is leading to worse quality
• Intervention techniques to turn around the downward spiral in
quality
• How to stop playing the "blame game" when software
doesn’t meet quality standards |
W6
Predictive Metrics
Predictive Metrics
to Estimate Post Project Costs
Geoffrey Facer, Intel Corporation
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.
• Post-project cost determinants
• How to use predictions to influence release decisions
• Demonstrations of prediction methods—S-curve and the Rayleigh
curve
|
|
| 11:15
AM Go to
10:15 AM Go to 1:30 PM |
11:15
AM Go to
10:15 AM Go to 2:30 PM
|
W7
Management Foundations
Organization: The
Forgotten Dimension
Mark Servello, ChangeBridge, Inc.
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.
• How to identify an organization’s cultural traits
• How to determine how roles and responsibilities are assigned
• How to determine the penalty and rewards associated with
accountability |
W10
Measurement Programs
Of Heroes and
Firefighters: The Saga Continues
Michael Hovan, Bayer Corporation
Michael Hovan
discusses the implementation of Bayer Corporation’s measurement
database over the past year. Discover the types of metrics
collected, how the data is stored, and ways the data is analyzed and
ultimately used. Based on actual data and measurement reports, learn
from one company’s experience in building, collecting, and using
metrics to improve software performance.
• Anticipated results of a measurement program
• How the data is collected and used
• Lessons learned
|
|
W8
Managing Web Projects
Launching a Web
Development Team
Thomas Vlasic, John Deere Co.
Based on a real-life
case study, learn how one Fortune 500 manufacturing company—with
four development groups located 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.
• How to create a successful Web development team
• Development problems encountered—and the solutions
• Hiring issues—what did and did not work |
W11
Measuring Performance
A Metrics Dashboard
for IT Project Reporting
Tom Olenick, Olenick & Associates
Tom Olenick describes
the activities performed to design, develop, deploy, and maintain a
Project Management Metrics Dashboard across the IT organization of a
major Chicago-based securities organization. Learn how this metrics
dashboard was used to facilitate project status tracking for IT
management and to provide a basis for improving the efficiencies of
software development activities and estimation.
• Benefits of using a Dashboard for IT project reporting
• How to set up a low-cost Metrics Dashboard using MS Office and
HTML generator
• How to acquaint senior IT management with metrics-based project
tracking
|
|
W9
Improvement Approaches
A Force for Change—Using
Resistance Positively
Dale Emery, Sun Microsystems
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.
• How expectations and communication affect resistance—and
what to do about it
• How to understand the information embedded in resistance
• How to act on this information to creative positive change |
W12
Predictive Metrics
Measures that Predict
Change
Gail Borotto, EDS
Prediction becomes
more accurate when there are measured trends to show the way.
Knowing what to collect and review is only half of the process of
predicting change. The rest of the methodology is understanding the
data and being able to predict changes so that the project team can
proactively respond to change events. Learn how organizations within
EDS have begun to accurately predict changes. Explore the methods,
decisions, and the necessary steps taken by EDS to develop and use
metrics and measures that support key management decisions.
• Steps for starting up a metrics and measures program
• How to predict outcome from existing data
• A case study
|
|
| 1:30
PM Go to
10:15 AM Go to 11:15 AM |
2:30
PM Go to
10:15 AM Go to 11:15 AM
|
W13
Management Foundations
The Software
Organization as a Complex Adaptive System
Nir Merry, Applied Materials
We are living and
working in the "knowledge era" where business,
technological, and organizational changes cannot be predicted or
foreseen. One minute you are on top; the next minute, you are
obsolete. For a software organization to sustain itself over time,
it must act as a Complex Adaptive System (CAS) and operate on the
Edge of Chaos (EOC) as a learning organization that is continuously
learning and co-evolving. Gain insight into how to become a
sustainable software organization in a rapidly changing environment.
• How to act as a Complex Adaptive System (CAS)
• How to operate at the Edge of Chaos (EOC)
• How to become a "learning" organization |
W16
Measurement Programs
Metrics: Giving the
Answer to the Right Question
Kenneth Paczas, Compuware Corporation
What metrics are you
going to give me? This is the type of question managers ask their QA
analysts at the start of each project. In this presentation, learn
how to interpret data to create a metric that can answer a specific
question asked by management. Explore how quality assurance and
testing—from goal setting to implementing tactics—can assist in
creating reliable metrics. Kenneth Paczas looks at many of the
questions that have been asked by management—and the metrics that
were used to answer them.
• Important questions asked by management—and the metrics
used to answer them
• How to represent the metric with a graph
• How to explain the results in a non-technical way
|
|
W14
Managing Web Projects
The World Wild Web: A
New Paradigm of Responsiveness & Reliability
Jenny Jones, Segue Software
While the Internet
was once a simple tool for educational institutions to share
information, it is now a unique venue for marketing, selling, and
gathering information. Design and deployment plans must now be
simultaneously flexible yet reliable. Lack of functionality will not
be tolerated in this new environment. Learn of the new challenges
faced by software management in the ever-changing and developing
Internet culture. Discover why testing has become one of the most
critical aspects of software management.
• New challenges faced in the software industry due to the Web
• Why the risks are higher—and more difficult to predict—for
eBusinesses than ever before
• Why testing Web sites is one of the most critical aspects of
software management |
W17
Measuring Performance
Success Factors &
Measures in Outsourced Application Development
Michael Mah, QSM Associates, Inc.
Today’s e-conomy is
creating higher time pressures than ever in application development.
Many organizations are responding to the deadline pressures and
backlogs through partnering. Whenever new partnering relationships
are created, however, conflict can result. Learn the four key
critical success factors to help you manage this type of strategic
relationship, including how to deal with "shotgun
weddings" and creating better dispute resolution frameworks.
• 4 key success factors in relationship management
• How to build a credible metrics framework to manage the
relationship
• How to handle the transaction view of partnering
|
|
W15
Improvement Approaches
Process Improvement in
Large Organizations: Walking the Maze
Nynke Fokma, Moebius Consultancy and
Erwin van der Bij, Lucent Technologies
Every problem-solving
activity in an organization requires some learning. Both the
stakeholders and the facilitators of the organization need to learn
as they go through change. Discover how one organization facilitated
process improvement and problem solving by focusing on congruence,
building trust relationships, and lots of "letting go."
Gain insight from stories on facilitator problems and
transformations from personal experiences, and participate in a
discussion on differences between internal and external facilitation
for facilitator and stakeholder incentives.
• How to build on what already exists in an organization to
implement effective change
• How to see which solutions are not complete (yet)
• Why "doing nothing" may be a useful solution to a
problem—but extremely hard to implement |
W18
Predictive Metrics
Predicting Software
Errors and Defects
Mark Criscione, Motorola
Phase Containment
Effectiveness (PCE) measures the ability of software development
phases to detect faults. A weakness of this measure is that it
determines how effective the phase was. Mark Criscione presents a
fault prediction model that uses the PCE and related process
measures to predict the quality of the software development process
throughout the lifecycle phases. Learn how to use this model to
statistically predict the number of faults, errors, and defects.
• Measures that characterize the quality of the software
• Data required to predict software quality
• A model for predicting errors and defects for each phase of
development
|
