SM/ASM 2003 - Software Management & Applications of Software Measurement


Judging Use Case Quality

Great test procedures cannot compensate for poor requirements. Good use cases are hard to write. This article details how to develop an effective use case for your project team.

Steve Adolph, WSA Consulting Inc.

Leading Successful Software Projects

Presentation Leading Successful Software Projects

Andy Kaufman, Institute for Leadership Excellence and Development

Making the Transition to Software Management

This paper explains how to successfully make the transition into software management from other roles within your organization. Also, learn tips and techniques on implementing management strategies whether you're a first time manager, or whether you have been in your position for years.

Esther Derby, Esther Derby Associates Inc

Managing Customer Expectations

The starting point for Expectations Management is recognizing that we all have hopes, dreams, and fears. We all want to succeed and be appreciated. In this way, we are all the same. We all see the world differently, and those differences influence our actions, attitudes, and behavior. In this way, we are all different. This article teaches your team how to understand the client's perspective to help you successfully deliver the product they requested from your team.

Naomi Karten, Karten Associates
Negotiation Bootcamp: Effective Techniques for Software Managers

Conference Presentation Effective Techniques for Software Managers

Michael Mah, QSM Associates, Inc.

Project Management and Collaboration: Using the Web to Improve Your Projects

The speaker requested that these proceedings not be available online.

Marnie Hutcheson, Ideva
Project Management Best Practices

Risk management is the process of identifying, addressing, and controlling potential problems before they threaten the success of a software project. This article details tips to help your team plan a successful project.

Karl Wiegers, Process Impact
Project Management Credibility

Other people's perceptions of the project manager's
credibility may not match his/her intentions or assumptions. Lack of credibility limits effectiveness and contributes to unrealistic budgets/deadlines. Earn credibility by being committed to results in the first fifteen minutes managing by facts through to delivery, and staying sensitive to avoid credibility traps.

Robin Goldsmith, Go Pro Management, Inc.

Reducing Organization Stress and Strain: Tools for Aligning Technology and Business

This article will help your team understand the difference between internal and external quality criteria. Also detailed are tool descriptions you can use in your alignment toolbox.

Elisabeth Hendrickson, Quality Tree Software, Inc.

SM/ASM 2003: The Power of Retrospectives

This paper discusses and explains the differences between post project reviews and retrospectives. Three retrospective case studies are also detailed.

Esther Derby, Esther Derby Associates Inc


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