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| Wednesday, June 4, 2003: 10:15 AM Go to 11:15 AM Go to 1:30 PM |
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| Double-Track Session! |
W1 Managing Projects
Project Management Credibility
Robin Goldsmith, Go Pro Management, Inc.
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With reports of up to 84% of projects delivering late or over budget, and those that do finish on time often delivering only a portion of required functionality, it’s no wonder people find it difficult to believe project managers. In this session, Robin Goldsmith explains how lack of credibility may be limiting our effectiveness as managers, and how the lack of awareness that credibility is an issue can further limit us. Discover ways to avoid common credibility-damaging traps which conventional wisdom often unwittingly leads us into with the best of intentions. Learn how projects can succeed or fail in the first 15 minutes, and the critical factors you need for creating the successes that earn credibility.
• Uncover self-defeating traps when you’re unaware credibility is an issue
• Find out why managers give us unrealistic deadlines that assure our failure
• Establish essential bases and techniques for earning believability |
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W2 Management Foundations
Of Zeppelins and Jet Planes: The New Paradigm for Software Management
Phillip Armour, Corvus International Inc.
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Many common software and software development activities can actually work against management’s expectations of the product and process. However, a simple but radical paradigm shift can explain and eliminate many of the problems that arise out of these skewed expectations. In this presentation, Phillip Armour gives an explanation of the true nature of software development, and a new approach to its management. He identifies the sources of productivity, the purpose of processes and methodologies, and the best function of management. He also points out the radical mindshift that occurs in successful software development organizations when management and development walk the same path.
• Find out where the philosophies of software development and management often part ways
• Determine the best “place” for management within the software development paradigm
• Learn to manage and help set the expectations of those outside the software development organization | |
W3 Methods & Techniques
Using the Web to Lead a Distributed Development Project
Marnie Hutcheson, Ideva
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The global connectivity provided by the Internet has driven the cost of communications to an all-time low, changing the way we do business and the people we do business with. This type of competitive market drives us to undertake projects that were previously impossible. This session presents a case study and delivers tools and techniques to help you manage, automate, and support an Internet-based project management effort. Marnie Hutcheson shows you how to facilitate an international Internet/intranet collaborative project from the development stage through deployment, support, and beyond.
• Examine a high-function Web site for projects and the features it supports
• Uncover the human factor challenges inherent in the implementation of a project that uses Web technologies
• Find out how Web-based technologies can change the nature of software development and testing | |
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| Wednesday, June 4, 2003: 11:15 AM Go to 10:15 AM Go to 1:30 PM |
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W7 Management Foundations
Applying CCPM to Development Management
John Welch, Mariner
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Critical Chain Project Management (CCPM) is a nontraditional management tactic that offers many benefits to project managers, including ways to constantly monitor the overall health of your project. This presentation is an introduction to CCPM wherein John Welch explains how to apply Eli Goldratt’s Theory of Constraints to software project management. He also offers practical tips for using the CCPM methodology to manage your software development efforts. You’ll see how the CCPM principles apply specifically to software, explore the advantages and disadvantages of CCPM, and obtain a number of do’s and don’ts when it comes to setting up your project plan using this approach.
• Learn how CCPM uses calculated, “safety time” buffers over the span of a project
• Find out how critical resources are identified up front so that conflicts are avoided
• Explore how CCPM emphasizes task progress and get techniques for correctly updating the project plan | |
W8 Methods & Techniques
The Business Benefit of Root Cause Analysis
Ben Linders, Ericsson R&D Netherlands
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Root Cause Analysis (RCA) has been used for many years to determine a fault's first or ''root'' cause or causes in order to identify process improvement opportunities. Given the current economic climate, the business case for RCA has become more explicit than ever. That’s because RCA can be applied, and has been proven, to give a significant boost to reaching business goals. This presentation demonstrates how RCA can be implemented in a way that truly supports these goals. Ben Linders also explains why every RCA session should focus on specific business goals — to ensure that resolving the causes found will indeed improve the performance of the organization. In the long run, these improvements also impact the efficiency of the RCA and result in a better follow-up for the actions.
• Uncover the link between organizational goals and RCA
• Learn how RCA fully integrates into the organization improvement cycle
• See how the CMMI process area Causal Analysis and Resolution can be applied using RCA sessions | |
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| Wednesday, June 4, 2003: 1:30 PM Go to 10:15 AM Go to 11:15 AM |
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W11 Managing Projects
Turning a Troubled Project Around
Mary Freese, Myriad
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We've all seen them and more than likely we've been a part of one — a project that's in serious trouble. Often the key to turning this type of project around lies in acknowledging the warning signs and convincing the project team and its stakeholders that the project has reached a critical point. Once the reality is accepted, a turn-around process can begin with the assessment of the fundamental problems and implementation of corrective action. Mary Freese explains how to assess these warning signs and their underlying causes, identify who needs to get involved and what needs to be done, and how to prevent the problem in the future.
• Apply techniques for uncovering the “real” problems with your project
• Generate action plans to get the project back on track
• Find out how you can raise the red flag even when you’re not the project manager | |
W12 Management Foundations
Deciding on Outsourced Software Engineering Services
Mitchell J. Iverson, AVISTA, Incorporated
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Is your company considering outsourcing software development? Just coming to a decision about whether or not to outsource can be daunting. Mitchell Iverson explains the human aspects, as well as the technical issues, that play a critical role in your decision. He also shows you how to calculate the value that outsourcing can bring to your organization. In addition to exploring real-world examples from many software engineering projects, you’ll also be able to score your own development objectives against an instructor-provided template to ensure your decisions are based upon full considerations.
• Find out what legal issues to consider when outsourcing software engineering
• Learn what you need to make an outsourced project work
• Obtain a template to help you design your outsourced project | |
W13 Methods & Techniques
The Four Most Dangerous Words: This Time Is Different
Peter Clark, Ann Arbor Computer
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Peter Clark laments how many times during his career he’s heard the variations of “This time is different.” But for project participants who’ve charged into an endeavor armed with a new process, tools, or team ready to achieve lower costs and increased functionality, these words didn’t always ring true. In this session, Peter Clark shows you how prudent managers embrace both the new and the old when it comes to project possibilities, and how you can create plans that let you go on living, and succeeding, with both.
• Determine how to assess the impact of new processes and technologies
• Learn ways to roll out new tricks and tools, and how to track their results
• Examine case studies illustrating the outcomes of new process and technology implementations | |
