How does a project get to be a year late? ... One day at a time.
Fred Brooks, The Mythical Man Month
Learning Objectives | Who Should Attend | The PM Body of Knowledge | Key Components | Workshop Outline | Presenter Profile | Workshop Booking | HOME
Who Should Attend The workshop has been developed for practising project
managers, team leaders and senior technical specialists
who are responsible for organising the efforts of others.
It is also recommended for senior managers, quality
assurance people and process groups who are responsible
for implementing and improving software engineering
processes. All standards and procedures included in the
workshop materials have been structured to comply with
the requirements of AS 3563 and ISO 9000-3. |
Endorsed by the Australian Computer Society Participant Reaction This workshop has been
tried and tested over several presentations since 1991.
Past attendees include the RAAF, Telecom Australia, AWA
Defence Industries, Mincom, Runge Mining, NORQEB and
SUNCORP. In-house Presentations |
The Effective PM
The effective project manager has
people skills and a good working knowledge of project management
processes. This programme will give you the process knowledge you
need on day one. The workshop covers the standard process
knowledge that all software project managers should have at their
fingertips if they are to be effective in the job.
Key PM Knowledge Components
Two classes of component are presented: 1)
process definitions describing governing policies, what steps
shall be taken, by whom and when and 2) a detailed description of
the format and content of the end deliverables to be produced by
each process. In our intensive 3 day programme we'll cover these
key components:
Scope Definition
Process A process for defining the extent of the system that you are to build in terms of user requirements. |
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Software
Requirement Specification Standard A standard format for documenting user requirements. |
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Software
Development Strategy A standard software development life cycle with phases, task lists and tailoring instructions. |
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Deliverable
Definition Process A process for identifying project deliverables from software requirement specifications. |
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WBS Standard A standard work breakdown structure for software engineering projects. |
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Size Estimation
Process Methods for estimating the size of a software product. |
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Cost Estimation
Process Methods for estimating the cost of a software product. |
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Risk Assessment
Process A method for recognising and quantifying the inherent risk in a project and developing risk management strategies. |
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OBS Standard Alternative project Organisational Breakdown Structures. |
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Scheduling
Process A standard approach to scheduling a project with tasks and task precedences. |
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Statement of Work
Standard (SOW) A standard format for describing the work to be performed in the context of each task. |
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Project Plan
Standard A standard format for a project plan (including planning for Quality Assurance and Configuration Management). |
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Performance
Monitoring Process A process for measuring scope, cost and schedule performance against plan. |
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Progress Report
Standard A standard for reporting of progress to senior management and the client. |
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Client Management
Process A standard approach to client interaction with a focus on needs satisfaction through participation in requirements capture, change control and end product validation. |
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Team Management
Guidelines Key operating guidelines for developing productive teams. |
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Quality
Management Process A standard process for measuring and controlling software quality. |
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Configuration
Management Process A standard approach to management of changes to project scope. |
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Project File
Format A standard project file format and methods for organising technical documentation. |
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Project Review
Guidelines A process for conducting project reviews and keeping records. |
Case Study
I will never forget the day I met a
draughtsman who had been given the "project manager"
title and spent two years developing, from scratch, the optimum
format for a project management plan. Hed done an excellent
job. His format was similar to that of the IEEE Standard 1058.1.
This sounds like a success story but just think how much more
productive he would have been over those two years if someone had
given him the IEEE standard on day one.
Les Chambers
Put Them to Work
We cover all these items in sufficient detail for you to put them
into practice in your current or future projects.
1. What is the Project Management Process? | 2. Writing the Project Plan | 3. Defining the Software Development Strategy | 4. Implementing the Strategy | 5. Defining Project Scope With Accurate Requirements | 6. Planning and Control With the WBS | 7. Risk Assessment and Management | 8. Scheduling Techniques | 9. Organizing the Project | 10. Controlling Software Quality | 11. Controlling Change | 12. Tracking Performance With Earned Value | 13. Progress Reporting | 14. Directing the Project | 15. Organising Project Data
1. What is the Project Management Process? | |
Characteristics of a world class project managed organisation. | |
Project management objectives. The control of scope, cost, time and quality. | |
Overview of project management functions - planning, organising, directing and controlling. | |
Developing project management policy. | |
The project managers job description. |
2. Writing the Project Plan |
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Setting project objectives. | |
International standards for format and content of the plan. | |
Characteristics of an effective plan. | |
Controlling changes to the plan. |
3. Defining the Software Development Strategy |
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Components of a software engineering process model. | |
Specifying a model. | |
Minimum requirements for a useful model . | |
Software development process models: Waterfall and Spiral models. | |
Tailoring the model for the target project. |
4. Implementing the Strategy |
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Evaluating the maturity of your organisation. | |
Identifying which processes will produce maximum benefit. | |
Implementation strategy - people, tools and training. |
5. Defining Project Scope With Accurate Requirements |
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Project scope estimation and control with accurate Requirements Specifications. | |
The requirements specification process. | |
Format and content of the Requirements Specification. International Standards. | |
Evaluating the quality of a Requirements Specification. |
6. Planning and Control With the Work Breakdown Structure (WBS) |
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Deliverable based planning with Work Breakdown Structures (WBSs). | |
WBS notation and development technique (including a WBS checklist). | |
WBS quality criteria. | |
Project performance monitoring with the WBS. |
7. Risk Assessment and Management |
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What is risk? Classes of risk. Identifying and quantifying risk. | |
Avoiding and controlling risk. | |
Monitoring risk with management reserve. |
8. Scheduling Techniques |
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Scheduling objectives. | |
Milestone and Gantt charts, Full Wall Scheduling, PERT and CPM. Task checklists. | |
Critical paths and the concept of float. | |
Resource loading and levelling. |
9. Organizing the Project |
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Project organisation structures. | |
Development team structures. | |
Staffing a project. | |
Job/task analysis. | |
Training needs analysis. | |
Staff evaluation. |
10. Controlling Software Quality |
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Measuring software quality. | |
The quality management process. | |
Requirements of Australian and international standards. | |
Writing a Quality Assurance Plan. | |
Measuring quality before delivery with the Verification and Validation Process. | |
Conducting inspections and walkthroughs. |
11. Controlling Change |
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What is configuration management? The 4 configuration management processes. | |
Identifying configuration items. | |
The concept of baselines - definition and use. | |
The Configuration Control Process. | |
Configuration Auditing and Status Accounting. | |
Writing the Configuration Management Plan. | |
The configuration register - format, content and use. | |
Requirements of Australian and international standards. |
12. Tracking Performance With Earned Value |
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Why the variance between actual and planned spending tells you nothing about project performance. | |
Tracking what were getting for what were spending with earned value. | |
Earned value metrics: cost variance, schedule variance. Calculation and interpretation. | |
Predicting future performance with "to complete" performance indices. | |
Performance analysis and reporting with earned value and the WBS. | |
Workshop exercises. |
13. Progress Reporting |
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Format and content of the project progress report. | |
Conducting the Project Status Meeting. | |
The Post Project Review. |
14. Directing the Project |
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Leadership and motivation. | |
Herzbergs hygienes and motivators. | |
Delegation. | |
Conflict resolution. | |
Building productive teams. | |
Client management checklist. |
15. Organising Project Data |
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The Unit Development Folder (UDF). | |
The Project File Format. | |
Background. Les Chambers is a practising professional software engineer with extensive experience in the development of real time and commercial data management systems. As a software engineer, project manager and information systems manager with the DOW Chemical Company he developed and installed several real-time "life-critical" process control systems in chemical processing plants in the USA, Hong Kong and Australia. In later years he has consulted on the application of project, configuration and quality management processes to the development of large commercial transaction processing systems. As principal of Chambers and Associates he provides software quality, project management, requirements definition and architectural design services.
Project Management Experience. Les is a member of the exclusive club of project managers who have assumed complete responsibility for the construction of critical software and electronic systems with the capability to injure life and property. From this highly disciplined environment he has extended his services to establishing project management processes in client organisations such as Telecom Australia and AWA Defence and Aerospace. His extensive knowledge of project management processes filtered by his practical background provides workshop participants with the essentials of effective project management.
Training Skills. As a trainer his international experience in the nuts and bolts of developing reliable software provides a wealth of case studies. In past workshops he has been consistently highly rated on mastery of his subject and his ability to entertain and motivate the listener.
Education. Les holds a Bachelor of Electrical Engineering Honours Degree from Queensland University and has completed quality management system assessor training with Standards Australia.
Copyright ã 1997 Chambers & Associates Pty Ltd
Updated: July 02, 2006
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