When a company has multiple products that are related in some way, management may choose to group those projects together under a Program Manager. Although Program Management areas are similar to Project Management areas (i.e., scope, time, cost, quality, communication, and risk management), there is a distinct difference between the tasks performed. Learn the differences between these two areas. Explore the keys to become a successful Program Manager.
The future of the development world lies with a bunch of skilled programmers living wherever they want, taking whichever projects they like, naming their price, and disappearing once the project is over. At many firms, that is already the reality. In this presentation, learn how one company effectively managed valuable but volatile people resources. Discover why process and formality are important, and why certain practices are indispensable for minimizing risk and keeping everyone happy.
Several years ago, the Naval Oceanographic Office initiated its process improvement effort with Team Software Process (TSP) and Personal Software Process (PSP) as its foundation. Learn about the areas in which TSP/PSP made a significant impact on implementing change relating to the organization's CMM maturity level. Discover how the structure provided by TSP/PSP facilitated the implementation of a Quality Assurance program, and explore the major impact TSP/PSP had on the organization's ability to establish a baseline of historical project data.
In order to control the costs and schedules of new eBusiness development projects, a revolution in estimation and the software lifecycle must take place. Learn how the Fixed-Time/Fixed-Price estimation model of delivering software provides you with more business benefit as it reduces the new development environment to duplicable, repeatable processes and more accurate costs and time projections. Discover how this new model can increase the delivery of projects on time-and on budget-by a factor of sixty to seventy percent!
Critical Chain Project Management uses statistical process control to more clearly define the relationships between tasks and the project end date by using buffers to represent process variation in project tasks. This paper shows how integrating effective statistical process control with the use of function points and standard processes can dramatically improve your ability to plan and control projects. Using examples based on real-life experience, it provides a simple method for controlling variation and risk.