Book description
Neal Whitten presents a highly practical guide to software project management, using a model that builds on the strengths of functional projectized and matrix organizations, while reducing or eliminating their weaknesses. You will recognize proven and familiar ways to define key roles and responsibilities, while also discovering exciting new organizational ideas for software projects.
Throughout the book, Whitten shares lessons that have a profound impact on your ability to draw out project members and help them realize their full potential, while performing the same valuable function for yourself as project leader.
Table of contents
- Cover Page
- Title Page
- Copyright Page
- Dedication
- Contents
- Illustrations
- Tables
- Preface
- Acknowledgments
- Introduction
- Chapter 1: Overview of the EnterPrize Organization
- Chapter 2: The Product Manager
-
Chapter 3: The Project Manager
- Has Full Responsibility and Accountability for the Project
- Owns the Business of Running the Project
- Demonstrates Leadership; Makes Things Happen
- Has No Direct Reports
- Applies Lessons Learned from Recent Projects
- Defines Project Roles and Responsibilities
- Leads Project Planning Activities
- Performs Project Tracking
- Adopts Project Management Best Practices
- Manages to Project Priorities; Performs Risk Management
- Communicates Project Status Upward and to the Client
- Drives Decision-Making to Lowest Level Reasonable
- Promotes Client Involvement
- Encourages and Supports Escalations
- Enforces Effective Change Control
- Challenges Conventional Thinking
- Mentors Project Members
- Promotes Good Working Relationships
- Preserves Key Project Documentation
- Q & A
-
Chapter 4: The Business Architect
- Defines the Client's Problems (Requirements) to be Solved
- Owns the Business Process Direction Designed into the Product
- Has No Direct Reports
- Manages Client Expectations
- Drives Meets Minimum Requirements for Product Content
- Works Closely with the Product Architect, Team Leaders, and Project Manager
- Is a Catalyst for Resolving Business-Related Problems
- Performs Business Process-Related Mentoring to Project Members
- Q & A
-
Chapter 5: The Product Architect
- Owns the Technical Solution to the Client's Problems—The What and the How
- Chairs the Change-Control Board
- Has No Direct Reports
- Works Closely with the Business Architect, Team Leaders, and Project Manager
- Ensures Acceptable Technical Processes and Methodologies are Defined and Followed
- Is a Catalyst for Resolving Technical-Related Problems
- Performs Technical-Related Mentoring to Project Members
- Q & A
-
Chapter 6: The Process Architect
- Defines/Tailors the Software Development Process
- Has No Direct Reports
- Leads the Effort in Designing, Documenting, and Measuring Project Processes
- Ensures that Appropriate Processes are Being Followed
- Is the Catalyst for Resolving Process-Related Problems
- Performs Process-Related Mentoring to Project Members
- Recommends/Approves the Metrics to be Tracked for Selected Activities
- Q & A
-
Chapter 7: The Resource Manager
- Has Direct Reports
- Hires and Fires
- Performs Resource Planning and Allocation
- Defines Roles and Responsibilities for Direct Reports
- Supports Direct Reports in Meeting their Commitments
- Drives Decision-Making to Lowest Level Reasonable
- Is a Catalyst for Resolving Domain-Related Problems
- Evaluates Performance of Direct Reports
- Compensates and Awards Direct Reports
- Provides Career Counseling and Development
- Promotes a Productive Work Environment
- Serves as Channel for Company Communications
- Executes Company Policies and Practices
- Procures and Manages Logistics for Direct Reports
- Secures Future Work Opportunities
- Q & A
-
Chapter 8: The Team Leader
- Has Full Responsibility and Accountability for a Team
- Has No Direct Reports
- Assists Resource Manager with Job Assignments
- Leads the Creation and Tracking of the Team's Plan
- Identifies and Tracks Interplan Dependencies
- Works with Business Architect and Product Architect
- Supports Team Members
- Monitors Quality of the Team's Deliverables
- Informs Resource Manager
- Supports Project-Tracking Meetings
- Approves Project Documentation that Affects the Team
- Ensures that Acceptable Processes, Methodologies, and Tools are Defined and Used
- Q & A
- Chapter 9: The Team Member
- Chapter 10: Organizing for Large Projects
- Chapter 11: Organizing For Multiple Projects
- Chapter 12: Organizing for Small Projects
-
Chapter 13: Organizing for Maintenance Projects
- Routine Maintenance Releases
- Maintenance Release = Project
- Functional- and Project-Reporting Views
- Product Manager and Resource Manager
- Project Manager
- Business Architect
- Product Architect
- Process Architect
- Team Leaders and Team Members
- Overlapping Maintenance Releases
- Emergency Fixes
- Postproject Reviews
- Q & A
-
Chapter 14: The Project Management Office
- Providing Qualified Project Managers
- Providing Project Management Consulting
- Providing Project Management Mentoring
- Creating and Maintaining Project Management Processes
- Providing Project Management Tools and Support
- Conducting Project Orientation and Culture Training
- Providing Project Planning and Tracking Support
- Creating and Maintaining Project Command Centers
- Supporting Project Meetings
- Facilitating Project Meetings
- Preparing Project Status Reports
- Performing Project Reviews
- Performing Postproject Reviews and Follow-Ups
- Filing/Summarizing Postproject Reviews
- Ensuring that New Projects Apply Lessons Learned
- Performing Product Reviews and Follow-Ups
- Providing Contract Proposal Support
- Sponsoring Project Management Education
- Archiving/Retrieving Project Records
- How to Organize a Project Management Office
- Dangers of Having No Project Management Office
- Is your PMO Respected?
- Q & A
- Chapter 15: Are you too Soft?
- Chapter 16: The Escalation Process
- Chapter 17: Additional Questions and Answers
- Glossary
Product information
- Title: The EnterPrize Organization: Organizing Software Projects for Accountability and Success
- Author(s):
- Release date: January 2000
- Publisher(s): Project Management Institute
- ISBN: 9781628251678
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