Course 309:
Software Project Management

(3 days)

 

Course Description

A software project creates a specific, unique software product such as an operational system, a new feature or function for an existing system, or changes and corrections to running software. Managing a software project is different than all other project management in terms of the phased approach to software development, the unique mix of people who are assembled to form a solution team, and the product itself. This course addresses best practices in managing a software development project blending the best of both traditional and agile approaches.

Learning Objectives

  • Describe the primary roles of the project manager
  • Evaluate the tasks and deliverables of the project manager
  • Create a project plan that outlines a successful product creation
  • Assess the risk landscape and discuss responsibility, identification, and management
  • Focus the purpose of communication between cross-functional teams and stakeholders
  • Manage overall product scope and changes to the product

Who Should Attend

This class is appropriate for those in the role of software project manager at all levels of experience and any software development practitioner with an interest in developing project management skills as a core competency.

Prerequisites

No specific prerequisites are needed. Previous project management project experience is helpful.

Course Outline

Day 1

Unit 1: Project Management for Developing Software

  • Projects and the Software Industry
  • Project Management
  • Sobering Project Statistics
  • Standish Group Project Designations
  • Measuring Project Success … or Failure
  • Where Do The Majority of Your Projects Fit?
  • Activity: Recall a Failure/Success
  • Benefits of Managing a Project
  • Characteristics of a Project
  • Characteristics of a Software Project
  • Apply It!
  • Client Specific Project Documents
  • Company Culture and the Business Environment
  • The Challenge
  • Goals of a Project
  • What Is the Most Important Thing About a Project Plan?
  • Notable Quotables
  • Develop a Project Planning Attitude
  • The Project Plan
  • Project Plan Step 1 – Identify the Tasks
  • Project Plan Step 2 – Identify the Deliverables
  • Project Plan Step 3 – Identify the Timelines
  • Project Plan Step 4 – Identify the Resources
  • Project Plan Step 5 – Identify the Assumptions
  • Project Plan Step 6 – Identify the Dependencies
  • Project Plan Step 7 – Identify the Risks
  • Activity: Self Assess Your PM Skills

Unit 2: Frameworks and the Project Plan

  • Frameworks and the Project Plan
  • Typical Project Management Phases
  • Client Specific: Project Management Framework
  • All Projects Consist of Similar Processes
  • The Value of A Good PM Framework
  • Activity: The Value of A Good PM Framework
  • Development Process Within PM Process
  • Traditional SDLCs
  • Agile SDLCs
  • Client Specific: SDLC
  • Top 10 Guidelines: Blending Traditional and Agile for an Iterative Focus
  • The Iterative Focus
  • Moving to Iterative
  • Solution Description
  • Activity: Why Use an Iterative Approach?

Day 2

Unit 3: Scope, Stakeholders, and Project Teams

  • Defining the Business Problem
  • Five Steps in Formally Defining the Business Problem
  • Stating the Business Problem
  • Example: Stating the Business Problem
  • Activity: Stating the Business Problem
  • Project Scope
  • Project Scope vs. Release Scope
  • Scope Statement
  • Scope: Predetermine What “Done” Means
  • Product Breakdown Structure: A Scope Tool
  • Activity: Product Breakdown Structure
  • The Infamous Triple Constraint
  • Identifying the Ruling Constraint
  • Examples of Governing Constraint Combinations
  • Activity: Constraint Combinations
  • Product Scope = Features and Functionality
  • Use Cases and Product Requirements
  • Example: Low-Level Use Case
  • Activity: High-Level Use Cases
  • Project Participants in a Typical Project
  • Project Stakeholders
  • A Project Stakeholder
  • Stakeholders Are Communities
  • Stakeholder Goals and Expectations
  • Ask Questions to Identify Your Stakeholders
  • Typical Stakeholders
  • Client Specific: Potential Stakeholders
  • Prioritize the Stakeholders
  • Different Groups—Different Approaches
  • Stakeholder Matrix
  • Stakeholder Types and Buy-In
  • Missed Stakeholders
  • Activity: Stakeholder Analysis
  • The Project Team
  • Identify Needed Skills Early
  • Different Levels of Skill Needs Assessment
  • Assess the High-Level Skills Required
  • Definition of a Team
  • Activity: Skills Required
  • Communication Channels
  • Communications Planning
  • Communication Strategy
  • Types of Project Communications
  • Internal Communications
  • Upper Management and Customers
  • External Communications
  • Activity: Communication

Unit 4: Plan, Plan, Plan

  • Moving from Identifying Scope to Identifying Tasks Within Scope
  • Iterative Thinking
  • The Work Breakdown Structure (WBS)
  • WBS Hierarchy
  • How to Build a WBS
  • 100% Hierarchy Rule of Thumb
  • Benefits of a WBS
  • Activity: Work Breakdown Structure
  • A Definition of Time Estimate
  • A Fermi Estimate
  • Fermi and the Airbus
  • A Wide Range of Estimation Techniques
  • Three-Point Estimation Technique
  • Premise of Three-Point Estimation
  • Apply It!
  • How Confident Are We in Our Estimates?
  • Three-Point Estimation and Confidence Example
  • Small vs. Large Projects
  • Agile Estimates
  • Agile Story Points
  • Major Causes of Unreliable Estimates
  • The Cone of Uncertainty
  • The Chunking Plan
  • Multiple Levels of Estimating
  • Activity: Task Estimates
  • Network Precedence Diagram
  • Diagram Is a Flow of Work in the Project
  • Precedence Dependency Tasks
  • Four Precedence Dependency Relationships
  • PERT Planning Process
  • The Critical Path
  • Example: Task List
  • Critical Path Analysis (CPA)
  • A More Realistic Network Diagram
  • Value of Critical Path Analysis
  • Another Representation: Gantt Charts
  • Activity: Tasks Dependencies
  • Activity: Person Days in a Year
  • Resourcing and the Critical Path
  • Team Loading
  • Counting Time Correctly
  • Common Challenges in Resource Allocation
  • Options in Managing Over-Allocated Resources
  • Resource Allocation with Multiple Projects
  • Multiple Project CPA
  • Common Challenges in Multi Project Resource Allocation
  • Activity: Allocating Resources
  • Activity: Allocating Resources, Part 2
  • Why Test?
  • Unit Test
  • Integration Test
  • System Test
  • Regression Test
  • User Acceptance Test
  • Test Stages in the Iterative World
  • Quality Assurance in the Iterative World
  • Activity: Analyzing the WBS from a Testing Perspective
  • Compare the Project Plan to the Objectives
  • Client Specific: A Project Plan Checklist/Template
  • Activity: Evaluating the Plan

Day 3

Unit 5: Managing to the Plan during Execute, Control, and Monitor

  • The Project Plan Is Complete
  • Project Manager (PM) Role
  • PM Responsibilities: Monitoring the Plan
  • Scope Management and the PM
  • Change Management and the PM
  • Milestone Management and the PM
  • Release Management and the PM
  • Risk Management and the PM
  • Risks, Assumptions, Issues, and Dependencies
  • Required Action for Risks
  • Manage Risk Throughout The Project
  • Risk Mitigation Strategies
  • Client Specific: Sample of a Risk Register
  • Assumptions
  • Issues
  • Dependencies
  • Activity: Risk List
  • Activity: What Does It Mean to “Manage”?
  • Project Roles and Responsibilities
  • Teams in Action
  • Stages in Team Development
  • What’s Beneath the Team Stages?
  • Apply It!
  • Reality Check: Adjusting the Plan During Execute, Control, and Monitor Phases

Unit 6: Closing the Project

  • Are You Done?
  • Go Live
  • Flowchart for Closing a Project
  • Discovering Lessons Learned
  • Team Thoughts and Challenges
  • What to Do Again
  • What to Avoid Next Time
  • Activity: Lessons Learned
  • An Industry Baseline: Success, Challenged, and Impaired
  • What About “Other”?
  • Activity: Revisit Recalling a Failure/Success

Please Contact Your ROI Representative to Discuss Course Tailoring!