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Mastering Software Project Management
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Table of Contents

Chapter 1: Basics of Software ProjectsIntroductionTypes of Software ProjectClassification of Software ProjectsConclusionChapter 2: Approaches to Software Project ManagementAlignment of Software Engineering Methodology with Project Management MethodologyThe Ad Hoc Methods-based ApproachThe Process-Driven ApproachSo, What Is the Right ApproachChapter 3: Software Project AcquisitionFrom an External ClientFrom an Internal ClientReferenceChapter 4: Software Project InitiationIntroductionInitiation ActivitiesProject Management Office-Level ActivitiesSoftware Project Manager-Level ActivitiesCommon Pitfalls in Project InitiationChapter 5: Software Project PlanningIntroductionPlanning DefinedPlans Prepared in Software Project ManagementThe Project Management PlanThe Configuration Management PlanThe Quality Assurance PlanThe Schedule PlanThe Induction Training PlanThe Risk Management PlanThe Build PlanThe Deployment PlanThe User Training PlanThe Handover PlanThe Software Maintenance PlanThe Documentation PlanRoles in PlanningPitfalls in Software Project PlanningBest Practices in Software Project PlanningChapter 6: Software Project ExecutionIntroductionWork ManagementConfiguration ManagementQuality ManagementMorale ManagementProductivity ManagementStakeholder Expectations ManagementProduct Integration ManagementPitfalls and Best PracticesChapter 7: Software Project Execution ControlIntroductionAspects of Control in Project ExecutionControl MechanismsProject Progress AssessmentChapter 8: Change Management in Software Development ProjectsIntroductionOrigins of ChangeThe Change Request RegisterChange Request ResolutionThe Value of Metrics Derived from a Change Request RegisterChapter 9: SchedulingIntroductionThe Initial Work Breakdown StructureA Work Breakdown Structure with Predecessors DefinedA Work Breakdown Structure with Initial DatesA Work Breakdown Structure with Resource AllocationScheduling in PracticeGraphic Representation of a ScheduleChapter 10: Software Project ClosureIntroductionIdentifying of Reusable Code ComponentsDocumentating the Best PracticesDocumenting the Lessons LearnedCollecting/Deriving and Depositing the Final Project Metrics in the Organizational Knowledge RepositoryConducting Knowledge-Sharing Meetings with Peer Software Project ManagersDepositing Project Records with the Project Management OfficeDepositing Code Artifacts in the Code RepositoryConducting the Project PostmortemReleasing the Software Project ManagementClosing the ProjectThe Role of the Organization in Project ClosureReferenceChapter 11: Agile Project ManagementIntroductionProject Management RolesAgile Project Management CharacteristicsThe Nuts and Bolts of Agile Project ManagementProcess ImprovementReferenceChapter 12: Pitfalls and Best Practices in Software Project ManagementIntroductionOrganizational-Level Pitfalls and Best PracticesSoftware Project Manager-Level Pitfalls and Best PracticesAdditional Best Practices for Software Project ManagementSome Closing WordsAppendix A: Management of Software Development ProjectsAppendix B: Decision-Making for Software Project ManagersAppendix C: People ManagementAppendix D: Productivity Concepts for Software Project ManagersAppendix E: Issue Resolution in Software Project ManagementAppendix F: Measurement and Metrics in Software Development OrganizationsAppendix G: Measurement and Management of Customer SatisfactionAppendix H: An Introduction to PERT-CPMAppendix I: AbbreviationsAppendix J: Templates for Software Project ManagersIndex

About the Author

Murali Chemuturi is an information technology and software development subject matter expert, hands-on programmer, author, consultant and trainer. He has more than 25 years of information technology and software development experience and several years of academic experience teaching a variety of computer & IT courses. In 2001, he formed his own IT consulting, training and software development firm known as Chemuturi Consultants. Mr. Chemuturi's undergraduate degrees and diplomas are in Electrical and Industrial Engineering and he holds an MBA and a Post Graduate Diploma in Computer Methods & Programming. He is a published author in professional journals, a member of IEEE, a senior member of the Computer Society of India and a Fellow at the Indian Institute of Industrial Engineering. Thomas M. Cagley Jr. has over 20 years experience in the software industry. He currently leads the David Consulting Group's IT Performance Improvement, Software Process Improvement and Software Measurement consulting practices. He is also the current president of the International Function Point Users Group and is a Certified Function Point Specialist. Tom is a frequent speaker at metrics, quality and project management conferences. Tom earned his BS from Louisiana State University and has done extensive postgraduate work at Cleveland State University, Case Western Reserve University and Kent State University.

Reviews

"This book provides you with tools, techniques, and practices that you can use immediately on your own projects. It supplies the information you need to diagnose your team's situation and presents practical advice to help you build better software-a must read!" -John Zielinski, Project Manager, IBM Global Services; "Mastering Software Project Management is a masterpiece of clarity, organization and depth of practical knowledge. Read it thoughtfully and with care as it is a rich treasure trove of experience and insight. Remember the old saying 'don't work hard, work smart'-this book will give you the knowledge and tools to do just that." -Robert C. Anderson, Director, Process Development and Quality Assurance, Computer Aid, Inc.

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