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Principles of Software Development Leadership: Applying Project Management Principles to Agile Software Development Leadership

Book Description

The software development market continues to grow worldwide. As projects become more complicated and the pressure to "do more with less" becomes the rule of thumb, the need for software managers to be well-versed with project management best practices becomes even more critical. Ultimately, every software development leader's primary responsibility is to lead their organization to deliver quality products on time and under budget, but until now, there hasn't been a concise set of principles for managers to follow to ensure these goals are met. "Principles of Software Development Leadership: Applying Project Management Principles to Agile Software Development" successfully integrates principles outlined by PMI in its Project Management Body of Knowledge with software leadership best practices. It provides all levels of software management, from program managers and project managers to software executives, with a set of best practices that will collectively create successful outcomes, and in turn will motivate software teams to deliver quality products on time. Especially important in today's fast-paced environment, Principles of Software Development Leadership also shows software managers how to deliver quality products on time through the management of the relationship between planning, process, and people.Tips are presented on how to run software development like a business, master scheduling, track improvement, find and retain talent, and much more.

Table of Contents

  1. Copyright
    1. Dedication
  2. Here’s What the Experts Are Saying
  3. Preface
  4. Acknowledgments
  5. About the Author
  6. 1. Taming the Soft Machine
    1. 1. Seven Deadly Habits of Ineffective Software Managers
      1. Habit 1—Releasing a Product Before It Is Ready
      2. Habit 2—Hiring Someone Who Is Not Quite Qualified (but Who Everyone Likes)
      3. Habit 3—Making Every Decision a Consensus Decision
      4. Habit 4—Promising Developers Incentives
      5. Habit 5—Delegating Absolute Control to a Project Manager
      6. Habit 6—Taking Too Long to Negotiate Feature Sets and Schedules
      7. Habit 7—Ignoring a Process in Order to Release Quickly
      8. Breaking Bad Habits
      9. Bibilography
    2. 2. Organizational Spring Cleaning
      1. Action Plan
      2. Define the Plan
      3. Lead with a Department Mission
      4. Stop the Bleeding
        1. Creating a Sense of Urgency
          1. Making Time Management Everyone’s Priority
      5. Building a Killer Leadership Team
        1. Stabilize Your Organization
        2. Building a Team of “Doers”
          1. Assessing Your Talent
          2. Bringing in Known Talent
          3. Create a Discipline of Listening
        3. Your Approach
          1. Keeping an Optimistic Outlook
          2. Dress for Success
      6. Completing the Plan
      7. Warning Signs That You’re at the Wrong Company
      8. Bibliography
    3. 3. Relating PMBOK Best Practices to Software Development
      1. Making Sense out of PMI and PMBOK
      2. Defining Projects, Programs, and Products
        1. Projects and Project Management
        2. Programs
        3. Products
        4. Putting It All Together—The Portfolio
        5. Stakeholders
      3. The Life Cycle
        1. Defining Life Cycles
        2. Introduction to Process Groups
        3. Plan, Do, <Something>, and Act
      4. Organizing for Success
        1. Organizational Structure
        2. Functional Organizations
        3. Projectized Organizations
        4. Matrix Organizations
          1. Weak Matrix Organization
          2. Balanced Matrix Organization
          3. Strong Matrix Organization
      5. Introducing the Four Ps (4Ps)
        1. Balancing Planning Needs
        2. Balancing Process Needs
        3. Balancing People Needs
      6. Bibliography
  7. 2. Planning
    1. 4. Run Development as a Business
      1. Why Is Agile Methodology So Important?
      2. How PMBOK Processes Are Organized
        1. Identifying Processes by Knowledge Area
          1. Processes in the Fourth PMBOK Edition
        2. The Importance of the Implementation Cycle
        3. How Much Process Is Enough?
      3. Success Through Integration
        1. Overview of the Integration Knowledge Area
      4. Integration Management in the Initiating Process Group
        1. Develop the Project Charter
        2. Develop the Preliminary Project Scope Statement
        3. Integration Management in the Planning Process Group
          1. Develop Project Management Plan
        4. Integration Management in the Executing Process Group
          1. Direct and Manage Project Execution
        5. Integration Management in the Monitoring & Controlling Process Group
          1. Monitor and Control Project Work
          2. Perform Integrated Change Control
        6. Integration Management in the Closing Process Group
          1. Close Project or Phase
      5. Risk Management—Preparing for the Unexpected
        1. What Is a Risk?
        2. The Infamous Triple Constraint
        3. Risks Aren’t Always Negative
        4. Your Role Managing Risks
        5. Risk Management in the Planning Process Group
          1. Plan Risk Management
            1. Risk Probability and Impact Matrix
            2. Track Risks
          2. Identify Risks
            1. Information Gathering and Analysis
          3. Perform Qualitative Risk Analysis
          4. Perform Quantitative Risk Analysis
          5. Plan Risk Responses Process
        6. Risk Management in the Monitoring & Controlling Process Group
          1. Monitor and Control Risks
      6. Bibliography
    2. 5. Partner with Product Management
      1. What Is Meant by Leadership?
      2. Keeping Development and Product Management Aligned
        1. Key Roles and Responsibilities
        2. Introducing the Decision Pyramid
        3. Managing by Objectives
        4. Introducing the Agile Product Manager
      3. Ensuring Projects Stay on Scope
        1. Overview of the Project Scope Management Knowledge Area
        2. Scope Management in the Planning Process Group
          1. Collect Requirements
            1. Requirements-Gathering Techniques
            2. Prototyping and Observation
            3. Requirements Management Plan
            4. Stakeholder Requirements Documentation
            5. Requirements Traceability Matrix
          2. What If Requirements Aren’t Done Right?
          3. MRDs and Use Cases
          4. Define Scope
          5. Create WBS
        3. Scope Management in the Monitoring & Controlling Process Group
          1. Verify Scope Process
          2. Control Scope
      4. Bibliography
    3. 6. Become Effective and Competitive
      1. Controlling the Cost of a Project
        1. Overview of Project Cost Management
          1. The Types of Project Costs
        2. Overview of the Cost Management Knowledge Area
        3. Cost Management in the Planning Process Group
          1. Estimate Costs
            1. Estimating Techniques
            2. Reserve Analysis
            3. Project Management Estimating Software
            4. Vendor Bid Analysis
            5. Cost Management Plan
          2. Justifying a Project’s Cost
          3. Determine Budget
        4. Cost Management in the Monitoring & Controlling Process Group
          1. Control Costs
        5. Calculating Project Cost Performance Metrics
          1. The Earned Value Measurement Dimensions
          2. Calculating True Project Status with Earned Value
          3. Calculating If Your Project Is on Schedule
          4. Calculating If Your Project Is on Budget
          5. Forecasting Future Project Performance
      2. Project Procurement Best Practices
        1. Understanding Project Procurement Management
        2. Procurement Management in the Planning Process Group
          1. Plan Procurement
        3. Procurement Management in the Execution Process Group
          1. Conduct Procurements
        4. Procurement Management in the Monitoring & Controlling Process Group
          1. Administer Procurements
        5. Procurement Management in the Closing Process Group
          1. Close Procurements
      3. Making the Most with Outsourcing
        1. A History Lesson in Reducing Costs
        2. Outsourcing Logistics and Other Benefits
          1. What About the Other Benefits of Outsourcing?
          2. Qualifying the Outsourcing Vendor
          3. Tips and Techniques for Successful Outsourcing
      4. Bibliography
  8. 3. Process
    1. 7. Master the Art of Scheduling
      1. Agile Software Development Methodology
        1. Introduction to Software Development Process
          1. Is There a Problem?
          2. Predictive versus Adaptive Projects
          3. A Sample Case of What You’ll Want to Aspire To
        2. The Waterfall Software Methodology
        3. Agile Software Methodologies
          1. A Gentle Introduction to Agile Development
          2. The Agile Manifesto
          3. The PM Declaration of Interdependence
          4. Comparing Agile Methodologies
          5. Why XP Has Transformed the Agile World
            1. The Role of the Team
            2. The Role of the Customer
          6. Sprinting to Delivery with Scrum
      2. Time Management Fundamentals
        1. Overview of the Time Management Knowledge Area
        2. Time Management in the Planning Process Group
          1. Define Activities
          2. Sequence Activities
            1. Precedence Diagramming Method (PDM)
            2. Dependency Determination
            3. Applying Leads and Lags
            4. Schedule Network Templates
          3. Estimate Activity Resources
            1. Activity List and Activity Attributes
            2. Resource Calendars
            3. Enterprise Environmental Factors
            4. Organizational Process Assets
          4. Estimate Activity Durations
            1. Activity List and Activity Attributes
            2. Resource Calendars
            3. Activity Resource Requirements
            4. Scope Baseline
            5. Enterprise Environmental Factors
            6. Organizational Process Assets
            7. Expert Judgment
            8. Analogous Estimating
            9. Parametric Estimating
            10. Three-Point Estimates
            11. Reserve Analysis
            12. Activity Duration Estimates
            13. Project Document Updates
          5. Develop Schedule
            1. Schedule Network Analysis
            2. Critical Path Method
            3. Critical Chain Method
            4. Resource Leveling
            5. What-If Scenario Analysis
            6. Schedule Compression
            7. Project Schedule
            8. Schedule Baseline
            9. Schedule Data
            10. Project Document Updates
        3. Time Management in the Monitoring & Controlling Process Group
          1. Control Schedule
            1. Scope Baseline
            2. Project Schedule
            3. Work Performance Information
            4. Organizational Process Assets
            5. Progress Reporting
            6. Performance Measurement
            7. Variance Analysis
            8. Change Control System
            9. Schedule Adjustment Techniques
            10. Project Management Software
      3. Time Management Best Practices
        1. How to Reduce Schedule Risk
      4. Bibliography
    2. 8. Deliver On-Time, Quality Products
      1. Quality? What’s That?
        1. Defining Quality
        2. Revisiting Plan-Do-Study-Act
      2. Ensuring Quality Throughout the Software Life Cycle
        1. Introducing the Quality Management Knowledge Area
        2. Key Quality Terminology
          1. Total Quality Management
          2. Kaizan
          3. Grade versus Quality
          4. Just in Time
          5. ISO 9000
          6. Accuracy versus Precision
          7. Prevention versus Inspection
          8. Standard Deviation
          9. Fitness for Use
          10. Capability Maturity Model Integration (CMMI)
        3. Quality Management in the Planning Process Group
          1. Plan Quality
            1. Scope Baseline
            2. Stakeholder Register
            3. Cost Performance Baseline
            4. Schedule Baseline
            5. Risk Register
            6. Enterprise Environment Factors
            7. Organizational Process Assets
            8. Cost-Benefit Analysis
            9. Cost of Quality
            10. Control Charts
            11. Benchmarking
            12. Design of Experiments
            13. Statistical Sampling
            14. Flowcharting
            15. Quality Methodologies and Planning Tools
            16. Quality Management Plan
            17. Quality Metrics
            18. Quality Checklists
            19. Process Improvement Plan
            20. Project Document Updates
        4. Quality Management in the Executing Process Group
          1. Perform Quality Assurance
        5. Quality Management in the Monitoring & Controlling Process Group
          1. Perform Quality Control
            1. Quality Management Plan
            2. Quality Metrics
            3. Deliverables
            4. Quality Checklists
            5. Work Performance Measurements
            6. Approved Change Requests
            7. Organizational Process Assets
            8. Charts and Diagramming Techniques
            9. Inspection
            10. Statistical Sampling
            11. Approved Change Request Review
      3. Use Cases—Why They Are Important for Quality
      4. Bibliography
  9. 4. People
    1. 9. Finding, Retaining, and Motivating the Best Talent
      1. “It Would Be So Much Better If I Didn’t Have to Deal with People!”
      2. The Human Life Cycle
        1. Overview of the Human Resource Knowledge Area
        2. Human Resource Management in the Planning Process Group
          1. Develop Human Resource Plan
            1. Activity Resource Requirements
            2. Enterprise Environmental Factors
            3. Organizational Process Assets
            4. Organization Charts and Position Descriptions
            5. Networking
            6. Organizational Theory
      3. Human Resource Management in the Executing Process Group
        1. Acquire Project Team
          1. Human Resource Plan
          2. Enterprise Environmental Factors
          3. Organizational Process Assets
          4. Pre-Assignment
          5. Negotiation
          6. Acquisition
          7. Virtual Teams
        2. Develop Project Team
          1. Team Performance Assessments
          2. Enterprise Environmental Factors Updates
        3. Manage Project Team
          1. Project Staff Assignments
          2. Human Resource Plan
          3. Team Performance Assessments
          4. Performance Reports
          5. Organizational Process Assets
          6. Observation and Conversation
          7. Project Performance Appraisals
          8. Conflict Management
          9. Interpersonal Skills
          10. Issue Log
          11. Change Requests
          12. Project Management Plan Updates
          13. Enterprise Environmental Factors Updates
          14. Organizational Process Asset Updates
      4. Bibliography
    2. 10. Create a Winning Workplace
      1. Why Is Communication So Important?
        1. So, How Often Do You Communicate?
        2. What Communication Skills Should You Develop?
        3. The Conundrum of Effective Communication—How Much Is Enough?
      2. Communicating for Success
        1. Overview of the Communications Management Knowledge Area
        2. Communications Management in the Initiating Process Group
          1. Identify Stakeholders
            1. Stakeholder Analysis
            2. Expert Judgment
            3. Stakeholder Register
            4. Stakeholder Management Strategy
        3. Communications Management in the Planning Process Group
          1. Plan Communications
            1. Communications Requirements Analysis
            2. Communications Technology
            3. Communication Models and Methods
            4. Communications Management Plan
            5. Project Document Updates
        4. Communications Management in the Executing Process Group
          1. Distribute Information
            1. Communications Management Plan
            2. Performance Reports
            3. Organizational Process Assets
            4. Communication Methods
            5. Information Distribution Tools
            6. Organizational Process Assets Updates
          2. Manage Stakeholder Expectations
            1. Communication Methods
            2. Interpersonal Skills
            3. Management Skills
            4. Change Requests
            5. Project Document Updates
            6. Organizational Process Assets Updates
        5. Communications Management in the Monitoring & Controlling Process Group
          1. Report Performance
            1. Project Management Plan
            2. Work Performance Data and Measurements
            3. Organizational Process Assets
            4. Variance Analysis
            5. Forecasting Methods
            6. Communication Methods
            7. Reporting Systems
            8. Performance Reports
            9. Change Requests
          2. Organizational Process Assets Updates
      3. Foolproof Communications Techniques
        1. Understanding Stakeholders and Sponsors
        2. Keeping Communication Simple and Consistent
        3. Managing Meetings
          1. Meetings Should Benefit All Attendees
          2. Meetings Require Agendas
          3. Be Prepared
          4. Listen, Foster Creative Thinking, and Drive Toward Making Decisions
          5. Be Clear
          6. Be Interesting
          7. Be Organized
          8. Document the Meeting
        4. Is a Project Kickoff Meeting Really Necessary?
        5. Project Closure and Lessons Learned
        6. Understanding Team Dynamics
          1. The Forming Stage
          2. The Storming Stage
          3. The Norming Stage
          4. The Performing Stage
          5. The Adjourning Stage
      4. What Is This PMI “Code” Thing?
      5. Bibliography