TQM and, 509
Software Engineering Institute (SEI), 121
CMM, See Capability Maturity Model
comprehensive model, 515–516
Process Maturity Model, 40
use of core measures, 125–133, See also under Software development Software Engineering Standards, 120–121
Software licensing costs, 203
Software portability, 395, See Leveraging
Software Process Improvement and Capability dEtermination (SPICE), 123
Software quality management, See Quality management
Software security issues, 378
Software sizing
function points, 70–71
SEI core measures, 125, 126
Software support services, 278
Spaghetti integration, 410
SPICE, 123
Staff augmentation, 267–272, See also Consultants; Outsourcing co-employment, 272
cost evaluation, 271
LAN and PC support, 275
new system support, 279
Staff burnout, 4, 141
Staff recruitment, 450
Staff turnover, 177
managing, 380
Stakeholder involvement
continuous process improvement, 154–158
facilitated project recovery workshop, 433
meetings and, 88–89
project success factors, 18–19
requirements review, 97–98
user commitment and, 196–197
Standards, 56
applications development trends, 63
change control, 28
communications, 28
ISO 9000, See International Standards Organization (ISO) 9000 standards IT policy enforcement, 198–199
management service providers and, 297–298
managing staff changes, 380
outsourcing contracts, 319
performance improvement and, 5–6
priority management issues, 198–199
project management and culture change approach, 248–249
project management office function, 452–454
quality control, 28
SEI CMM, See Capability Maturity Model
software development for government, 61
software process assessment, 514–517
work breakdown structures, 27
Standish Group, 33
Statement of work, 345
help desk development project, 386
ISO 9000 and, 105
Steering committees, See Information technology steering committee audit Strategic business alliances, 201–212, See also under Information technology, strategic business alliances and
Streeter, Lynn A., 83
Subsystem requirements, 95–96, See Requirements
SureTrak, 30
Synergy, team, 110, 385
System requirements, 95–96, See Requirements
Systems analyst, feasibility planning, 91
Systems development, See Software development
basic documentation for, 63–66, See also Documentation
client/server projects, See Client/server development projects integrating project management and development, 67–82, See Process management lifecycle (SDLC) model, 162
managing large complex systems, 355–360
methodology and, 72–78
outsourcing, 278–279
T
Tandem development environment, 152
Task control behaviors, 40
Task definition, 376
Teams, 213–225, See also Self-directed teams
atmosphere for knowledge management project, 354
building, ISO 9000 and, 115
help desk development project, 385
leveraged application work groups, 398–399
organization, for knowledge management project, 348
organization, ISO 9000 and, 110
performance incentives and, 364
quality management, 176
reliance on quantitative data, 5
risk factors, 141
synergy, 110, 385
Technology selection issues, 141–142
Telecommunications support, 275
Testing, 53–54
client/server development projects, 379
engineering management, 358
final validation, using SEI core measures, 131
legacy application maintenance, 404
managing large complex systems and, 357–358
Motorola’s PIMS project, 152
outsourcing, 181–182
owning responsibility, 56
project complexity and, 443
software development management myths, 53–54
usability labs, 258–259
weaknesses of quality functions, 176–179
Three-point estimate technique, 106, 347
Time, quality, and cost relationships, 189–191
Time accounting software, 30, 31
Time-boxing, 52
Time estimation, 68, 69–72, 345–347, See also Estimation; Scheduling Timekeeping, 376
TimeSheet Professional, 30
Time tracking, 27
Time wasters, for IT projects, See Information technology project time wasters Total quality management (TQM), 509
process management approach, 229
Tracking and monitoring, 479
client/server development projects, 376–377
contract progress, 128–129
critical risk information, 143
help desk development project, 384, 392–393
ISO 9000 and, 113
knowledge management project status, 352
project ma nagement office function, 456
work breakdown structures, 27
Training
client/server development projects, 377
continuous development and, 224–225
costs of ignoring end-user perspectives, 262
improving user-application fit, 260–262
integrating tools with processes, 249–250
managing staff changes, 380
measurement program and, 507
process improvement and outsourcing, 333, 335–336
project management methodologies, 28–29
project management office and, 450
U
Usability issues, applications development and, See Software development, usability issues
Usability labs, 258–259
U.S. Department of Defense, 121, 131, 468
U.S. Federal Aviation Administration (FAA), 126
V
Validation tests, 131
Velogic, 300
Vendor products, See also Outsourcing
commercial off-the-shelf (COTS) software, 60, 278
Vendor relations, See also Outsourcing
IT business strategic alliances and, 206–207
performance criteria, 319–320
project management office function, 452
Vendor selection issues, 141–142, 283–284
Version control, 59–60, 64–65, 379
Vision, 193–196
for knowledge management project, 353
help desk development project, 385
ISO 9000 and, 114
managing large complex systems and, 356–357
V-model testing strategy, 358
W
Web-based Enterprise Management (WBEM), 298
Weinberg, Gerald, 87, 93
Work breakdown structure (WBS), 27, 106, 345–347, 387
Workload quantification, 463
Workstation security, 378
Wrappering, 412
Y
Y2K problems, 142
List of Exhibits
Chapter 4: Strategies for Heading Off IS Project Failure
Exhibit 1. A Risk Categorization and Behavior Model
Exhibit 2. Categorized Risk Items
Chapter 6: Back to Basics: Getting Systems Development
Right
Exhibit 1. Basic Documentation Checklist
Chapter 7: Process Management: Integrating Project
Management and Development
Exhibit 1. A Simple Task/Deliverable Entry from the Knowledge Base Exhibit 2. Methodology Metamodel
Exhibit 3. Process Management Metamodel Combining Methodology Objects and Project Management Objects
Chapter 8: Project Meetings: A Communication and
Coordination Tool
Exhibit 1. Template for Status Meeting Minutes
Exhibit 2. Suggested Meeting Formats
Chapter 10: Using Project Management to Become ISO
9000 Certified
Exhibit 1. Work Breakdown Structure
Exhibit 2. Network Diagram
Exhibit 3. Organization Chart
Exhibit 4. Responsibility Matrix
Chapter 12: An Almost Perfect Software Project: Using
SEI Core Measurements
Exhibit 1. Module Size Range Estimate Data
Exhibit 2. The Software Main Build (MB) Time and Effort
Exhibit 3. Comparing the Planned Size, Time, and Effort Against Industry Reference Measures
Exhibit 4. Variance Analysis and Forecast to Complete Exhibit 5. Logged Plans, Actual Data, and Forecasts
Chapter 13: Does Your Project Risk Management System
Do the Job?
Exhibit 1. Common Project Risks
Exhibit 2. Critical Risk Information
Chapter 14: Evolution of a High-Quality Development
Process in an Existing Software Project
Exhibit 1. Bull’
s-Eye Schedule Chart
Exhibit 2. PIMS Modified Waterfall Life Cycle Model
Exhibit 3. System Test Metrics (Cumulative Test Hours versus Bugs Reported and Fixed)
Exhibit 4. Released Software Quality Metric
Exhibit 5. Customer-Found Defects Metric
Exhibit 6. Post- Release Problem Report Activity
Exhibit 7. Post- Release Problem Report Aging
Exhibit 8. Cost to Fix Post- Release Problems
Chapter 15: Incorporating Six Sigma Concepts into
Systems Analysis
Exhibit 1. The Five-Phase DMAIC Model
Exhibit 2. Using SMART Guidelines for Defining Requirements Exhibit 3. Sample Customer Requirements
Exhibit 4. SIPOC Elements
Exhibit 5. Current Process Map
Exhibit 6. Proposed Process Map
Exhibit 7. Process Improvement Ranking
Chapter 17: Prescriptions for Managing IT Priority
Pressure
Exhibit 1. Maintaining the Balance: The Project Management Framework Exhibit 2. Generating Common Vision
Chapter 19: Managing the Change to Self-Directed
Teams: Myths and Miseries
Exhibit 1. The Spectrum of Opportunity
Exhibit 2. The Transfer of Authority (From J.D. Osborn et al., Self Directed
Teams: The New American Challenge, Homewood, IL: Business One Irwin, 1990, p. 62.)
Exhibit 3. Organizational Types (From R. Likert, New Patterns of
Management and The Human Organizatio n, New York: McGraw-Hill, 1961
and 1967, respectively.)
Chapter 20: Improving IS Performance: The Role of the
Value Chain
Exhibit 1. Process Management Strengths and Weaknesses
Exhibit 2. Business Processes
Exhibit 3. Leadership Process
Chapter 21: The Myths and Realities of IT Steering
Committees
Exhibit 1. IT Steering Committee Audit
Chapter 24: A Practical Guide to Staff Augmentation and
Outsourcing
Exhibit 1. Staff Augmentation versus Outsourcing Matrix
Exhibit 2. Evaluating Costs of Staff Augmentation versus In-house Staff
Chapter 25: The Essentials for Successful IT Outsourcing
Exhibit 1. IT Outsourcing Process
Chapter 27: Managing the Risk of Outsourcing
Agreements
Exhibit 1. A Sample of the Risks in Each Phase
Exhibit 2. Analysis Result
Exhibit 3. The Result of Analysis
Chapter 31: The Role of Project Management in
Knowledge Management
Exhibit 1. Elements of a Typical SOW
Exhibit 2. A Sample WBS
Exhibit 3. Part of a Network Diagram for a KM Project
Exhibit 4. A Simple Organization Chart
Exhibit 5. Example of a Responsibility Matrix
Exhibit 6. Outline of a Typical Project Manual
Chapter 35: Using Project Management to Build an IT
Help Desk
Exhibit 1. Outline of the Statement of Work (SOW)
Exhibit 2. Work Breakdown Structure
Exhibit 3. Responsibility Matrix
Exhibit 4. Estimating Time and Flowtime
Exhibit 5. Network Diagram
Exhibit 6. Bar (Gantt) Chart
Chapter 36: Leveraging Developed Software:
Organizational Implications
Exhibit 1. Roles and Responsibilities Model for Leveraged Software Development and Support
Exhibit 2. Rollout Concept
Chapter 37: Managing Legacy Assets
Exhibit 1. Legacy Maintenance (From GUIDE Study on Legacy Maintenance.) Exhibit 2. Portfolio Assessment Matrix
Exhibit 3. Development of an Engineering-Based Discipline (From M. Shaw,
“Software’
s Current Crisis,” Scientific American, September, 1994.) Exhibit 4. Quick-Fix and Iterative Enhancement Cycles
Chapter 38: Facilitating Your Way to Project Success
Exhibit 1. How to Select a Facilitator
Exhibit 2. Steps to Workshop Success
Exhibit 3. Recovery Workshop Agenda
Exhibit 4. When to Bring in an External Facilitator
Exhibit 5. Workshop Overview Document
Chapter 40: Designing an Effective Project Management
Office
Exhibit 1. Potential Central Role of a PMO in the Project Initiation and Execution Life Cycle
Exhibit 2. Design Alternatives for a Project Management Office
Chapter 41: Assessing the Real Costs of a Major System
Change
Exhibit 1. U-Curve Effect of a New System on Total IS Costs Exhibit 2. A Representative List of Resource Management Tools Exhibit 3. Cost Disparities between Best-Practice Data Centers and Industry Averages