You can learn …

·         Learn tools and techniques you can put to use immediately

·         How to ensure management buy-in

 

• A new set of tools for managing software projects in a chaotic environment
• Techniques that you can put to use immediately
• To manage with data and fact – not ‘best guess’ or ‘gut feeling’
• To build ‘Teams that work’

 

Who Needs to Attend:

 

Anyone who wants a strong foundation and working knowledge and skills in software and IT specific project management.

 

Prerequisites:

 

Working knowledge and use of MS Excel

 

Course Exercises:

 

1.                 All classes include extensive exercises to engage the participant in the learning process

2.                 Hands-On exercises designed to help you absorb concepts quickly and put them to use

3.                 Participant guides and Excel templates from EvolutionTen are provided for class use

IT Project Outline

1.      The Fundamental components in an IT environment

1.      Infrastructure (hardware)

2.      Network Infrastructure (wired, wireless)

3.      Software Development/Maintenance

4.      Helpdesk

2.      Project Management in the IT Environment

1.      The nine basic SDLC models

2.      The PMI framework

3.      Critical success factors (Standish Group studies)

The PM Framework according to PMI

1.      Project Selection Criteria

a.      Tools: NPV

2.      Authorize the project

a.      Charter

b.      Stakeholders

c.      Team

d.      What really happens

3.      Plan the project

a.      High level cost, timeline, scope

b.      Written Project Plan

c.      Risk Assessment

d.      Customer quality requirements

e.      Communications

f.        Resources

g.      Vendors

h.      Tools: Gantt

i.        What really happens

 4. Track, Execute and Control

a.      Keeping the budget and timeline on track

Metrics

Schedule estimates

b.      Change management

c.      Scope verification

d.      Configuration management

e.      Risk management

f.        What really happens: Managing conflict areas

Budget constraints

Schedule constraints

“Our problems are different…”

Management reserve – managing conflict due to risk

How to push back - educating the ‘C’ levels

g.      Tools: PERT, EVA, QRAM

5.      Close the project

a.      Contract closeout

b.      Lessons learned

The PM Environment

 

1. The matrixed environment

2. The projectized environment

3. How to function effectively in either environment

 

The Quality Paradigm

 

1. Changing requirements, environments and business needs

a. Moving Targets

b. Paradigm shifts

c. Decision Processes – the AHP

 

2. Project Management in Relation to Current Quality processes

a. CMMI – 5 critical steps

b. Six Sigma

c. RUP

d. CobiT

e. ISO

f. PMI framework is an ISO certified process

 

3. Lean Software project management

 

a. The Agile Model

                          i.      Agile vs. Traditional approaches

                         ii.      Agile for high risk software product development

b. Critical Chain Project Management

i.        Main rules of Critical Chain

ii.       Schedule Buffers

iii.     Cost Buffers

c. Getting to market first – why being first matters

                          i.      Identify the vital few

                         ii.      Iterate

 

Effective Tools for Software Project Management

 

3.      How to perform REAL project schedule estimates

 

a.      Tools: Monte Carlo Analysis – beyond PERT, Decision Tree Analysis

b.      SPC tools

i.        Pareto

ii.       Scatter diagram

iii.     Process Capability

iv.    Control charts

 

2.      The Risk Based Approach to Project Management

 

a. Major risks facing a project

b. Risk assessment and management tools

c. Tools: Monte Carlo, QRAM, conditional probability

 

3.      Conflict Resolution

 

a.      Negotiation – getting to ‘yes’

b.      Collaboration vs. Conflict

c.      Cooperation vs. competition

d.      Tools: Force Field Analysis, Affinity Diagram, Delphi, AHP

 

3.      Change Agency

 

a.      How to become an effective Change agent

b.      Why Organizations Do Not Change

c.      What Motivates an Organization to Change

d.      Knowing Versus Doing

e.      Product and Process Innovation – Project Management as a Quality Process