Project Management for Software Development
Tutorials and tools for managing, estimating, planning and tracking software development projects: PMP, Agile, Scrum, Lean, Kanban
Developers and testers often do not work effectively together. Either the developers can change, we can change, or both. I’ve never had much luck directly changing other people’s behavior. The article “Working Effectively With Developers” discusses of the interactions between developers and testers.
This post presents ideas and recommendations for project knowledge management strategy in a team
While many brilliant books and articles have been written on good project management, there is little attention paid to all the possibilities a project manager has to create the appearance of managing a project well without the burden of actually doing it. “10 Lessons in Guerilla Tactics of Project Management”...
This blog post is about how to improve software project estimations by breaking tasks into sizes no larger than one productive day.
Stakeholder analysis is a technique to identify and analyze the stakeholders surrounding a project. A proper analysis of the stakeholders will help you to construct a project approach suited to the situation and will allow you to negotiate better with the stakeholders.
Risk management is a central part of traditional project management and is included as one of the knowledge areas in the Project Management Institute’s (PMI) body of knowledge. In many of my classes, participants ask how Scrum and agile address risk management. Some are concerned that agile or Scrum ignore...
The beginning of the book describes the development process, providing a two pages description of COCOMO in the middle of it, and proposes way to improve it. The solutions focus mainly on an initial emphasis on architecture and modeling (naturally it is UML with some tools) associated with the recommendation...
“I’ve personally witnessed several failed agile adoptions that could have been prevented. The first was in a company that had spent more than a million dollars on its transition effort. Executives brought in outside trainers and coaches and hired five people into an “Agile Office” to which new Scrum teams...