Practical Project Initiation

Overview

Get the practical guide to successful software development project initiation-straight from a well-known expert. In this collection of articles, Karl E. Wiegers goes beyond common project management practices. Recognizing that a successful initiation is an important indicator of the ultimate success of a software development project, this unique guide focuses on how to get your project off to the right start. The two-time Jolt award winner brings his years of experience together into this one-volume book. He ...
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Practical Project Initiation: A Handbook with Tools

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Overview

Get the practical guide to successful software development project initiation-straight from a well-known expert. In this collection of articles, Karl E. Wiegers goes beyond common project management practices. Recognizing that a successful initiation is an important indicator of the ultimate success of a software development project, this unique guide focuses on how to get your project off to the right start. The two-time Jolt award winner brings his years of experience together into this one-volume book. He includes tools and templates that he has developed throughout his illustrious career, and he delivers best-practices guidance for managing resources, organizing priorities and launch meetings, and completing other key project-initiation tasks.

Key Book Benefits
• Delivers experience-based guidance about how to get a software development project off to a strong start
• Provides metrics and tools to help organize priorities, track progress, and plan assignments
• Features numerous useful templates and forms-in the book, and downloadable from the book's companion Web site

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Product Details

  • ISBN-13: 9780735625211
  • Publisher: Microsoft Press
  • Publication date: 8/15/2007
  • Series: Best Practices (Microsoft) Series
  • Pages: 232
  • Product dimensions: 7.40 (w) x 8.90 (h) x 0.60 (d)

Meet the Author

Karl E. Wiegers is a leading speaker, author, and consultant on requirements engineering, project management, and process improvement. As Principal Consultant with Process Impact, he conducts training seminars for corporate and government clients worldwide. Karl has twice won the Software Development Productivity Award, which honors excellence in productivity-enhancing products and books.

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Table of Contents

Praise for Practical Project Initiation: A Handbook with Tools;
Preface;
Acknowledgments;
Project Management Fundamentals;
Chapter 1: A Project Management PrimerThis chapter was originally published in Software Development, 1998, 6(6): 78–80. It is reprinted here, with modifications, with permission of CMP Media Inc.;
1.1 Set Your Priorities;
1.2 Analyze Your Skills Gaps;
1.3 Define "Quality";
1.4 Recognize Progress;
1.5 Learn from the Past;
1.6 Set Improvement Goals;
1.7 Start Slowly;
1.8 Practice Activities;
Chapter 2: Project Management Good PracticesThis chapter was originally published as "21 Project Management Success Tips" in Reifer, Donald J. (ed.), Software Management, Sixth Edition, Los Alamitos, Calif.: IEEE Computer Society Press, 2002. It is reprinted here, with modifications, with permission of IEEE.;
2.1 Laying the Foundation;
2.2 Planning the Project;
2.3 Estimating the Work;
2.4 Tracking Your Progress;
2.5 Learning for the Future;
2.6 Practice Activities;
Chapter 3: Just Too Much to DoThis chapter was originally published in Software Development, 2000, 8(9): 65–68. It is reprinted here, with modifications, with permission of CMP Media Inc.;
3.1 Background;
3.2 Constructing the Model;
3.3 Using the Model;
3.4 Practice Activities;
Preparing for Success;
Chapter 4: Success Criteria Breed SuccessThis article was originally published in The Rational Edge, February 2002. It is reprinted here, with modifications, with permission from IBM.;
4.1 Step 1: Define Business Objectives;
4.2 Step 2: Identify Stakeholders and Their Interests;
4.3 Step 3: Identify Project Constraints;
4.4 Step 4: Derive Project Success Criteria;
4.5 Practice Activities;
Chapter 5: Are We There Yet? This chapter was originally published in Software Development, 2005, 13(6): 26-29. It is reprinted here, with modifications, with permission of CMP Media Inc.;
5.1 How Do You Know When You’re Done?;
5.2 Possible Release Criteria;
5.3 Precise Release Criteria with Planguage;
5.4 Marketplace Expectations;
5.5 Making the Call;
5.6 Practice Activities;
Chapter 6: Know Your Enemy: Introduction to Risk ManagementThis chapter was originally published in Software Development, 1998, 6(10): 38–42. It is reprinted here, with modifications, with permission of CMP Media Inc.;
6.1 What Is Risk?;
6.2 Why Manage Risks Formally?;
6.3 Typical Software Risks;
6.4 Risk Management Components;
6.5 Documenting Risks;
6.6 Risk Tracking;
6.7 Risk Management Can Be Your Friend;
6.8 Learning from the Past;
6.9 Practice Activities;
Chapter 7: Chartering a Course for Success;
7.1 Why Charter?;
7.2 What a Charter Is Not;
7.3 What Goes in the Charter?;
7.4 Approving the Charter;
7.5 Using the Charter;
7.6 Practice Activities;
Chapter 8: Lessons Learned from Tool AdoptionThis article was originally published in Software Development, 1999, 7(10): 12–14. It is reprinted here, with modifications, with permission of CMP Media Inc.;
8.1 General Lessons for Tool Adoption;
8.2 Lessons from CASE Tool Adoption;
8.3 Fitting Tools into Your Culture;
8.4 Practice Activities;
Living with Reality;
Chapter 9: Negotiating Achievable CommitmentsThis article was originally published in The Rational Edge, January 2002. It is reprinted here, with modifications, with permission from IBM.;
9.1 Making Project Commitments;
9.2 Negotiating Commitments;
9.3 Documenting Commitments;
9.4 Modifying Commitments;
9.5 Your Personal Commitment Ethic;
9.6 Practice Activities;
Chapter 10: Saving for a Rainy DayThis article was originally published in The Rational Edge, April 2002. It is reprinted here, with modifications, with permission from IBM.;
10.1 Selling the Skeptics;
10.2 Send in the Reserves;
10.3 How Big Is Your Buffer?;
10.4 Critical Chain Project Management;
10.5 Practice Activities;
Chapter 11: Stop Promising MiraclesThis chapter was originally published in Software Development, 2000, 8(2): 49–54. It is reprinted here, with modifications, with permission of CMP Media Inc.;
11.1 Wideband Delphi;
11.2 Planning;
11.3 Kickoff Meeting;
11.4 Individual Preparation;
11.5 Estimation Meeting;
11.6 Assemble Tasks;
11.7 Review Results;
11.8 Completing the Estimation;
11.9 Wideband Delphi Evaluated;
11.10 Practice Activities;
Measuring What Happens;
Chapter 12: A Software Metrics PrimerThis chapter was originally published in Software Development, 1999, 7(7): 39–42. It is reprinted here, with modifications, with permission of CMP Media Inc.;
12.1 Why Measure Software;
12.2 What to Measure;
12.3 Creating a Measurement Culture;
12.4 Make It a Habit;
12.5 Tips for Metrics Success;
12.6 Practice Activities;
Chapter 13: Metrics Traps to AvoidThis chapter was originally published in Software Development, 1997, 5(10): 49-56. It is reprinted here, with modifications, with permission of CMP Media Inc.;
13.1 Trap #1: Lack of Management Commitment;
13.2 Trap #2: Measuring Too Much, Too Soon;
13.3 Trap #3: Measuring Too Little, Too Late;
13.4 Trap #4: Measuring the Wrong Things;
13.5 Trap #5: Imprecise Metrics Definitions;
13.6 Trap #6: Using Metrics Data to Evaluate Individuals;
13.7 Trap #7: Using Metrics to Motivate, Rather Than to Understand;
13.8 Trap #8: Collecting Data That Isn’t Used;
13.9 Trap #9: Lack of Communication and Training;
13.10 Trap #10: Misinterpreting Metrics Data;
13.11 Practice Activities;
Learning Continuously;
Chapter 14: Learning from Experience;
14.1 Best Practices;
14.2 Worst Practices;
14.3 Lessons Learned;
14.4 Practice Activities;
Chapter 15: Looking Back, Looking AheadThis chapter was originally published (with Johanna Rothman) in Software Development, 2001, 9(2): 65–69. It is reprinted here, with modifications, with permission of CMP Media Inc.;
15.1 Retrospective Defined;
15.2 The Retrospective Process;
15.3 Retrospective Success Factors;
15.4 Action Planning;
15.5 Practice Activities;
References;
About the Author;

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