class 1: project management overview
Post on 14-Sep-2014
2.972 views
DESCRIPTION
TRANSCRIPT
2
Project Management Training
• ISS in partnership with the Integrated Project Management Office will provide four levels of customized training:
— Executive Briefing — Project Management Overview— IT Application Specific Project Management
— In-Depth Project Management
3
Project Management
Overview
IT Application Specific
Project Management
In-Depth
Project Management
ISS/IPMO Project Management Series
Executive Briefing
on Project
Management
4
Why this series of classes?
• Introduce the LBNL project management strategy with its roles and responsibilities
• Share project management concepts and terminology with IT customers
• Increase project management skills of IT staff
Note: These classes will not train you how to use a project management software tool.
6
Objectives
Describe the basic concepts of project management Describe the LBNL project management strategy
Describe your placement in the new project management organization
Use project management terms consistent with their approved definitions
Access additional references about project management
By the end of this course, you will be able to:
7
Agenda
A. Introduction to Project Management
B. Project Initiation
C. Project Planning
D. Project Execution and Control
E. Project Closing
F. LBNL Enterprise Computing
G. Recommended Reading
9
What is a Project?
• Temporary Has a definite beginning and end, not an on-going effort.Ceases when objectives have been attained.
• Unique The deliverable or service is different insome way from other deliverable or services.Deliverable characteristics are progressivelyelaborated.
A temporary endeavor undertaken to create a unique deliverable or service
10
Projects in Contrast to Operations
• Projects
— Finite duration
— Specific goal
— Exploits resources
— Uses infrastructure
• Operations
— On going
— Continuous service
— Provides resources
— Provides infrastructure
11
What are you going to do for me?
The 3 Dependent Variables of a Project
How much money do I have to pay?
When can I get it?
• Technical Performance (Scope)
• Cost (Resources)
• Schedule
12
Project Definition & Constraints
SCOPE
RESO
UR
CESSCH
EDU
LE
The project must be able to control at least one of these.
If all three are constrained, the project is incapable of adapting to (inevitable) change.
13
Project Definition & Constraints
Fixed Optimizeable Open
Schedule X
Resources X
Scope X
• Schedule and resources are often finite
• Sometimes scope (objectives and boundary) waxes infinite
• Ensure stakeholder agreement on project constraints
14
Project Definition & Constraints
“ Interactions with those beyond your control who can influence your chance of success” - Robert Block
Politics is an organic part of organizational life
we can evaluate the intentions toward which others play politics
Project Politics:
15
Project Definition & Constraints
Environment may be supportive of high-quality, high-quantity work
can you create privacy? how many square feet of floor are yours?
Fragmentation of participant loyalties/energies how many assignments are currently on your desk?
Cross-purposes among team/community members what is your project within the formal project?
16
Project Definition & Constraints
Access
can you see whom/what you need for research/ideas? can you get the decisions you need when you need them?
17
Why Projects Fail
• Lack of user involvement• Lack of management system• Lack of well-defined deliverables• Poor communications• Poor change management• Incorrect technical architecture• Inadequate planning• Lack of sponsorship & functional commitment• Inability to manage risk and uncertainty
18
What is Project Management?
Stakeholders: Individuals and organizations involved in or affected by the project activities
The application of knowledge, skills,
tools, and techniques to project
activities in order to meet or exceed
stakeholder needs and expectations
19
Project Management
• Meeting or exceeding stakeholder needs and expectations of a project
• Maintaining the balance of— Scope / resources / schedule— Various stakeholder expectations— Identified requirements (needs)
Unidentified requirements (expectations)
• Iterative and continuous
20
Functional & Project Management
• Functional Management
—Well-defined steady state operation
—Organized along discipline and functional lines
—Small, incremental changes
• Project Management
—New activity in finite duration of time
—Organization cuts across functional lines
—New systems and new technology
—Unless home-based, organization ends with project end
21
Project Management Expertise Areas
• Integration Management
• Scope Management
• Time Management
• Cost Management
• Quality Management
• Resource Management
• Communications Management
• Risk Management
• Procurement Management
22
Expectations for the Project Manager
• Get to Done— Quality— Schedule— Costs
• Set up the Future— Support model— Useful, usable and
accessible documentation
Skills Needed*:• Communication• Organization• Budgeting• Problem Solving• Negotiation & Influencing• Leading• Team Building & Human
Resources
*as defined by the Project Management Institute (PMI)
23
The Attributes of a Project Manager
• The intelligence of Einstein• The patience of two saints• The integrity of a Supreme
Court Justice• The negotiating skills of a
Mongolian Horse Trader• The savvy of James Bond• The charisma of Sir Ralph
Richardson
• The communication skills of Tom Peters
• The planning skills of General Schwartzkopf
• The personal drive of Donald Trump
• The skin of an armadillo• The ego of Mother Theresa
As Listed in “On Time / On Budget”
24
Project Methodology
• Why do we need one?—Provides a consistent framework for all projects to follow
throughout the project life cycle
The basic source of information for the processes, standards, approaches,
practices, tools, techniques, templates and checklists used for managing projects
25
Methodology – Cradle to Grave
• Initiation—Project request—Project Charter
• Planning—Project Plan—Standards and procedures
• Execution and Control—Development—Reporting and status monitoring—Change management
• Close—Completion of requirements—Lessons learned
26
Project Life Cycle Phases
Initiating
Initiating
PlanningPlanning
ControllingControlling ExecutingExecuting
ClosingClosing
27
Characteristics of Life Cycle
• Defines the beginning and end of the project
• Deliverables are usually approved before work starts on the next phase
• Sometimes a subsequent phase is begun prior to approval of the previous phase. This is called fast tracking.
• Defines technical work and implementers
28
Characteristics of Life Cycle (cont.)
• Cost and staffing levels are low at the start, higher towards the end, and drop as project closes
• Probability of project success is low at the start of the project and gets progressively higher as the project continues
• Cost of changes and of error correction generally increases as the project continues
29
Phase Characteristics
• Deliverables Tangible, verifiable work products
• Reviews Evaluation of deliverables and project performance
• Phase Exit Criteria Measurements used to determine if a project should go into next phase
30
Deliverables Review
LessonsLearned
PostImplementation
Project Completion
Manage Cost, Schedule,
Resource Variance
Control Changes
ManagePerformance toRequirements
ManageRisk
Phase Assessment
Manage andControl Project
Project Request
Project Start Up
Project Charter
Phase Assessment
Manage TechnicalPerformance
Control Changes
Manage ProjectTeam
Manage Quality/Performing toRequirements
Manage Risk
Phase Assessment
Closing
Detailed Project Life Cycle
Review ProjectRequirements
BuildProject Team
Conduct ProjectKickoff Meeting
Baseline ProjectPlan
PhaseAssessment
Develop ProjectPlan
Adapted from The Strategic Project Office, J. K. Crawford
Initiating Planning ControllingExecuting
32
Project Initiation
• Project Request—Scope and objectives—Business case—Preliminary resource estimates
• Review & Authorization—Requests prioritized and funded
• Project Charter—Developed after request approval
33
The Project Charter
• Purpose—Recognizes existence of the project—Describes the project at a high level—Explains the business need for project—Authorizes use of resources for planning
• Organization and timing—Completed after an approved project request
Initial contract between developers and customers
34
The Project Charter
• Content—Project description—Business background—Project scope—Objectives (ROI if not in
request)—Deliverables—Constraints—Assumptions—Planning budget
• Typical Participants—Business Area Manager—Project Manager—Steering Committee—Core Project Team—Others if relevant
36
Project Planning
• Purpose: to determine
—What needs to be done—Who will be involved—How objectives will be met—When it will be implemented—How much it will cost
• Project Plan
—Statement of Work—Project Organization—Work Breakdown Structure—Schedule—Resource requirements—Standards and Procedures
—Communications—Risk Management—Change Management
Project Planning
37
Project Planning
• Integration Management• Scope Management• Time Management• Cost Management• Quality Management
• Resource Management— Environment— Participants— Tools
• Communications Management• Risk Management• Procurement Management
All project management expertise areas are needed in planning:
38
Integration Management
• Project plan development• Project plan execution• Integrated change management
Processes required to ensure that the various elements of the project are properly coordinated:
Integration Management
39
Scope Management
• Initiation• Scope planning• Scope definition• Scope verification• Scope change control
Processes required to ensure that the project includes all of the work required, and only the work
required, to complete the project successfully:
Scope Management
40
Time Management
• Activity identification• Activity sequencing• Activity duration• Estimating• Schedule development• Schedule control
Processes required to ensure timely completion of the project:
Time Management
41
Cost Management
• Financial resource planning• Cost estimating• Cost budgeting• Cost control
Processes required to ensure that the project is completed within the approved budget:
Cost Management
42
Quality Management
• Chartering• Quality planning• Quality assessment• Quality control
Processes required to ensure that the project will satisfy the needs for which it was undertaken:
Quality Management
43
Human Resources Management
• Organizational planning• Team recruitment• Team development
Processes required to make the most effective use of the people involved with the project:
HR Management
44
Communications Management
• Communications planning• Information distribution• Performance reporting• Administrative closure
Processes required to ensure timely and appropriate generation, collection and dissemination, storage and
ultimate disposition of project information:
45
Communications Management
• Audience – Who needs to know?• Message – What do they need to know?• Intent – Why do they need to know?• Media – How are they going to know?• Timeframe – When are they going to know?• Responsibilities – Who is delivering the message?• Goals:
—No surprises—Up and down the chain—Repetition, reinforcement, regularity
46
Risk Management
• Risk management planning• Risk identification• Qualitative Risk Analysis• Quantitative Risk Analysis• Risk response planning• Risk monitoring and control
Processes required to systematically identify, analyze, and respond to project risks:
Risk Management
47
Risk Management
• Reactive – managing surprises, “putting out fires”
• Proactive – risk avoidance, “buy off” risk
• Risk “management”• Identify it• Analyze it• Plan for it (mitigation planning)
48
Procurement Management
• Procurement planning• Solicitation planning• Source selection• Contract administration• Contract close-out
Processes required to acquire goods and services from outside the performing organization:
Procurement Management
49
Change Management
A set of formal procedures that provide for
the orderly control of change in
a dynamic environment:
• Added functionality• Incorrect assumption• Imposed delays
• New standards / practices• Environment alterations• Extended approval times
Change includes:
Change management does not prohibit or inhibit change!!
50
Project Organization - Overview
• Functional Organization
• Matrix Organization
• Projectized Organization
• Balanced Matrix Organization
• Organic Projectized Organization
51
Functional Organization
Director
FunctionalManager
Staff
FunctionalManager
FunctionalManager
Staff Staff
Staff
Staff
Staff
Staff
Staff
Staff
Light colored boxes: involved in projects
Project Coordination
52
• Specialists grouped by function
• Difficult to cross functional lines
• Barriers exist on horizontal information flow
• Functional emphasis – loyalties may impede completion
Functional Organization
Functional Manager: An individual responsible for activities in a specialized department or function
Functional Organization
53
Light colored boxes: involved in projects Project Coordination
Director
FunctionalManager
Staff
FunctionalManager
FunctionalManager
Staff Staff
Staff
Staff
Staff
Staff
Staff
Staff
Manager ofProject Managers
Project Manager
Project Manager
Project Manager
Matrix Organization
54
• Multiple-command system
• Individuals from functional areas assigned on temporary basis to Project Manager
• Individuals return to functional organization
• Careful plans and procedures needed to minimize effects of dual reporting
Matrix Organization
Project Manager: An individual responsible for managing a project
55
• Advantages—Visible objectives—Efficient utilization of resources—Better co-ordination—Better information flow—Retention of home after project
• Disadvantages—More than one boss—Complex structure to control—Differing priorities of Project Manager and Functional Manager—Duplication of effort—Conflict
Matrix Organization
56
Director
ProjectManager
Staff
ProjectManager
ProjectManager
Staff Staff
Staff
Staff
Staff
Staff
Staff
Staff
Project Coordination
Light colored boxes: involved in projects
Projectized Organization
57
• Emerges from functional when latter impedes progress
• Line of authority is the Project Manager
• Uncertainty where to go on completion of project
• Tendency to retain assigned personnel too long
• Functional Managers feel threatened as people are removed from their areas
Projectized Organization
58
Director
FunctionalManager
Staff
FunctionalManager
FunctionalManager
Staff Staff
Staff
Staff
Staff
Staff
Staff
Project Manager
Project Coordination
Balanced Matrix Organization
Light colored boxes: involved in projects
60
Organic Projectized Organization
• Core teams
• Strategic alignments
• Functional and project managers work as a team
• Department /division boundaries are immaterial
• Requires permeating trust – up and down
61
A method to achieve logical decomposition of a large, complex thing
The Whole Its Pieces
Pieces are successively decomposed into smaller and smaller pieces until each piece is a manageable size
Work Breakdown Structure - Overview
62
Work Breakdown Structure (WBS)
• The WBS is a framework for identifying and displaying all activities the team must perform in order to complete the project.
• It includes the breaking out of project work into increasingly smaller pieces called Work Components which:—Are more precisely defined—Require smaller amounts of time and resources to complete—Usually consist of sets of deliverables
• Estimating resources for a number of small, well-defined deliverables is easier than estimating a complex work component—Each deliverable estimate is evaluated by an expert(s) in the
associated task(s)—The person responsible for the deliverable “owns” the estimate
63
Work Breakdown Structure (WBS)
roll up to
roll up to
Project WBS
Work Components
Deliverables
Task TaskTaskTask
64
WBS Example
• Build Project Management Courseware (project)— Build Overview Courseware (work component)
• …
• …
— Build IT Application Specific Courseware (work component)
• …
• …
— Build In Depth Courseware (work component)
• Approved table of Contents (deliverable)
• First draft of Slides (deliverable)
• Feedback from Dry Run delivery (deliverable)
• Revised Slides (deliverable)
• Approval from D. Brown and L. Suarez (deliverable)
65
Project Scheduling - Overview
• Concentrate on deliverables / milestones
• Assume fulltime dedication to deliverables (first-cut)
• Always work with project activity networks prior to timelines
• No schedule is realistic without resource considerations – People– Space– Equipment
66
The Project Activities Network
• Project Schedule Goal:— Optimum use of required resources — Complete all deliverables on time
• Schedule development by identifying— Effort required to create each deliverable in the WBS— The order in which the deliverables must be completed.
• Network diagram is a format to display interrelationships among activities; it consists of three basic elements:— Activities/Tasks – work necessary to progress from one project milestone to
the next— Milestones – important occurrences that demonstrate continued successful
project progress— Span times – calendar (or elapsed) times required to complete deliverables
67
Project Activities Network Functions
The Project Activities Network will help determine the following important information:
—Critical Path – sequence of activities which takes the longest time to complete – or the shortest time in which you can complete the project
—Float Time – time which a deliverable can be delayed without affecting the overall time to complete the project
—Earliest Start Date – earliest date that a deliverable may be started
—Latest Start Date – latest date that a deliverable may be started without affecting the overall project schedule
68
Time Planning
• Backward
—Due date is given
—“Time Boxed”
—Releases
• Forward
—Classical thought
—How long will this take to do? (scope)
69
Backward Planning
• Choose agreeable go live dates• Choose user acceptance testing dates (same rules as go live)• Determine time for implement phase• Time box the scope
• Estimate chunks of scope through
» Analysis
» Design
» Build
» Test
• Prepare clients for moving functions out of scope as date approaches
70
Forward Planning
• Is classical textbook planning
• Is best done using project planning software
• Still benefits from following a process
71
Forward Planning
1. Solidify Deliverables “If you don’t know where you want to go, thenit doesn’t much matter what you plan to do.”
- paraphrased from the Cheshire Cat
2. Build WBS Based on Deliverables. Go to low level to get all Activities.
3. Build Network
5. Level Resources
4. Build Calendar
Precedence diagrams. Use Finish to Start as much as possible
Holidays, vacations, education
Balancing Act
72
Project Resources - Overview
• After a project time schedule is developed, plans should be prepared which identify the amount of each resource needed and the time at which it must be available
• Resource plans should be prepared for every deliverable— Helps to decrease uncertainty of resource requirement forecasts
— Overall project resource plans can then be derived by combining the plans for the individual deliverables
—Personnel
—Funds
—Equipment
—Facilities
—Material
—Information
• Project resources include:
73
Resource Leveling
• After the initial scheduling of tasks, it is common to find that one or more resources are overbooked during certain periods—Mostly the case with key personnel
• The more skills a person has, the more he/she is likely to be in demand
—Often space or equipment can be limiting—Always the case during installation of the hardware
• The resource loading charts uncover conflicts
• These conflicts must be resolved
• Resource loaded schedule is always longer
75
Project Execution and Control
• Lead• Delegate• Communicate• Coordinate ongoing
activities
• Measure• Evaluate
• ADJUSTADJUST• Document• Report
Whew! The planning is done.
Now build it!
Project Manager needs to:
77
Closing a Project
• Obtain approvals – proof of completion
• Ensure user and stakeholder satisfaction
• Lessons learned
• Improve estimates for future projects
• Improve project methodologies
• Recognize team members and contributions
• CELEBRATE!
At onset, the project creates the team.
At closure, the team created the project!
79
LBNL Project Management Strategy
• Strengthen partnership between technical and functional organizations
• Undertake projects with Lab-wide perspective
• Ensure wide participation by the Laboratory user community
• Establish project charters as prerequisite for project initiation
80
From Strategy To Projects
Strategy
ProgramsPurpose Benefits
Projects
Reviews
Integrated Project
Management Office
Influence
81
Project Related Endeavors
• Strategy – A framework guiding those choices that determine the nature and direction to attain an objective through programs and projects within an organization
• Program – Consists of a group of projects supporting broad, general goals and managed in a coordinated way so as to achieve a set of defined objectives, giving effect to various (and often
overlapping) initiatives and/or implementing a strategy.
• Subproject – A distinct group of activities that comprise their own project which in turn is a part of a larger project.
82
IT TechnicalIT TechnicalSpecialistsSpecialists
Project SteeringProject SteeringCommitteeCommittee
End UserEnd User BusinessBusinessSpecialistsSpecialists
Internal AuditInternal Audit
EC Project Structure
Project Team
Project SponsorProject Sponsor Project Director
Project Manager
As of 1/2/03
83
Project Director
IT TechnicalSpecialists
Project SteeringCommittee
Project Manager
End UserBusiness
Specialists
Internal Audit
ECSCIntegrated Project Management Office
Program Coordinator
EC Project Oversight
Project Team
Project Sponsor
Program Sponsor
Enterprise ComputingProgram
CIO
As of 1/2/03
84
Enterprise ComputingProgram
CIO
ECSC
BLISProject Director
Diana Brown
IT TechnicalSpecialists
Integrated Project Management Office
Project SteeringCommittee
Chemical InventoryProject Director
Robin Wendt
Project SteeringCommittee Project YProject X
Project ManagerTBD
End UserBusiness
Specialists
Internal Audit
Project ManagerSteve Abraham
IT TechnicalSpecialists
End UserBusiness
Specialists
Internal Audit
EC Program Structure
Program Coordinator
Project Sponsor Project Sponsor
Program Sponsor
As of 1/2/03
85
EC Roles and Responsibilities
• Approves Enterprise Computing Program Plan
• Approves Program-sponsored project priority list
• Allocates annual Program-sponsored project budget
Program Sponsor:
86
EC Roles and Responsibilities
• Chair of Enterprise Computing Steering Committee (ECSC) – makes recommendations to Program Sponsor
• Formal liaison to Program Sponsor
• Responsible for Enterprise Computing Program’s success
• With guidance from ECSC, appoints Project Directors
• Establishes methodology and reporting requirements for Program-sponsored projects
Program CIO:
87
EC Roles and Responsibilities
• Joint authors/owners of Enterprise Computing Program Plan
• Prioritizes Enterprise Computing projects
• Reviews budget requests for Program-sponsored projects
• Reviews and approves Program-sponsored project steering committee memberships
• Reviews and approves Program-sponsored project plans
• Holds quarterly meetings to review EC project status
• Makes strategic decisions impacting EC projects
Enterprise Computing Steering Committee (ECSC):
88
EC Roles and Responsibilities
• Senior manager of a business area
• Submits budget requests for Program-sponsored projects
• Articulates the vision, benefits and meaning of changes to the business operation at high level
• Member of the project steering committee
• With Program Coordinator concurrence, recommends Project Director candidates to CIO
• Provides leadership to implement best business practices imbedded in the standard software
Project Sponsor:
89
EC Roles and Responsibilities
• Executive Program Manager
• Responsible for maintaining Program/Project methodology
• Information manager for Program and all Program-sponsored projects
• Ensures quality and consistency of management of Program- sponsored projects
• Assists project directors with administration of projects (budget, scope, schedules)
Program Coordinator:
90
• Acts as a resource to provide Program and project management assistance and training
• Reviews project charters/plans in Program context
• Works with Program Coordinator to ensure quality management of Program-sponsored projects
EC Roles and Responsibilities
Integrated Project Management Office:
91
EC Roles and Responsibilities
• Selected from the functional and technical areas impacted by the project
• Serves as the project change control board to provide oversight on scope/budget/schedule
• Provides oversight to minimize software customization and changes to original project scope
• Removes barriers
• Advises Project Director
• Provides formal end user representation
Project Steering Committee:
92
EC Roles and Responsibilities
• Supports the project team in identifying internal controls
• Acts as control consultant, not decision maker
• Exercises independence in system development review
• Provides recommendations for operational improvements
• Communicates audit opinions to, and receives timely dispositions from the Project Manager, Project Director, and Project Steering Committee
Internal Audit:
93
EC Roles and Responsibilities
• Senior Manager with authority for project execution
• Held accountable for project success and has the metrics to measure the success
• Reports project progress to the CIO
• Works with Project Steering Committee to document and maintain project change control
• Responsible for minimizing customization
• Negotiates resolution of cross functional issues
• Ensures wide project participation from the user community, including establishing user focus groups with formal representatives from scientific divisions
Project Director:
94
EC Roles and Responsibilities
• Recommended by the Project Director and the Program Coordinator with concurrence of the project steering committee, and is appointed by the CIO and his/her respective line manager
• Develops and drives the execution of the overall project plan
• Manages the project team
• Ensures project is compliant with appropriate standards
Project Manager:
95
EC Roles and Responsibilities
• Provides technical expertise
• Conducts feasibility studies
• Provides estimates to Project Plan
• Performs data modeling and analysis
• Performs development programming and unit/system testing
• Performs deployment to production
• Adheres to technical standards
• Provides and maintains technical documentation
• Supports business specialists in developing and conducting training and materials
• Supports technology-driven process re-engineering efforts
• Supports enhancements to existing infrastructure
IT Technical Specialist:
EC Roles and Responsibilities
96
EC Roles and Responsibilities
• Represents constituents and serves as communication conduit
• Participates in requirements definition
• Reviews requirements for clarity
• Participates in training, testing and acceptance
• Member of the deployment team
End User:
EC Roles and Responsibilities
97
EC Roles and Responsibilities
• Serves as subject matter expert
• Works with end users to address requirements
• Establishes functional requirements with concurrence from end user representatives
• Identify business procedures that must change and adopt best practices
• Responsible for testing and quality assessment
• Develops and conducts training with assistance from IT Technical Specialists
Business Specialist:
EC Roles and Responsibilities
CloseoutExecution/Control
PlanningInitiation
Enterprise Computing Program Methodology
Project Request
ECSCPrioritization
&Approval
ProjectCharter
ABBA
ECSCReview
&CIO
Approval
ProjectPlan
Commun-ication
Plan
Project Director ProjectManagement Team
ECSCReview
&CIO
Approval
Project Change Management
Risk ManagementStatus Reporting
ProjectSponsor/Director
Project Team
PostReview
Project Manager
EndDeliverables
Review &
Approval
LessonsLearned
ROI
ABBA – Activity Based Budget Authorization
99
ECSC Project Initiation
• Project Request—Includes return on investment (ROI) estimate—Business case analysis (BCA)—Submitted by Project Sponsor (Business Area Manager)
• ECSC Review & Approval—Requests prioritized—Funded based on annual allocation by Program Sponsor—CIO presents prioritized list to Program Sponsor for acceptance—Project Charter developed after request approval
100
ECSC Project Planning
• Approved charter authorizes project planning process
• Project Plan—Work breakdown structure (WBS)—Schedule—Budget—Communication Plan—Risk Management Plan—Resource Assignments—Change Management Plan
101
ECSC Project Planning
• Project Plan—Reviewed by Program Coordinator and IPMO prior to
submission—Presented by Project Director for ECSC review—Approved by CIO as Chair of ECSC and Program Coordinator
• Approved plan authorizes project execution / control and released project budget
102
ECSC Project Execution and Control
• Project Change Management• Risk Management• Status and progress reporting
—Monthly updates to CIO / Program Coordinator—Quarterly to ECSC
• Issues / Action Items log
103
ECSC Project Close
• End deliverables review and acceptance—Project Sponsor—CIO / ECSC
• Close-out post implementation—Lessons learned—Business case analysis (ROI) follow up
105
Recommended Reading
• Project Retrospectives: A Handbook for Team Reviews by Norman L. Kerth• Controlling Software Projects: Management, Measurement, and Estimates by
Tom Demarco, Barry W. Boehm• Peopleware : Productive Projects and Teams, 2nd Ed. by Tom Demarco,
Timothy Lister• The Politics of Projects by Robert Block• The Deadline: A Novel About Project Management by Tom Demarco• People and Project Management by Rob Thomsett• Becoming a Technical Leader: An Organic Problem-Solving Approach by Gerald
M. Weinberg• Are Your Lights On?: How to Figure Out What the Problem Really Is by Donald
C. Gause, Gerald M. Weinberg• Teaching the Elephant to Dance: The Manager's Guide to Empowering Change
by James A. Belasco• A Whack on the Side of the Head: How You Can Be More Creative by Roger
Von Oech
106
Recommended Reading
• Quality Software Management, Vol. 1: Systems Thinking by Gerald M. Weinberg• Quality Software Management, Vol. 2: First-Order Measurement by Gerald M.
Weinberg• Quality Software Management, Vol. 3: Congruent Action by Gerald M. Weinberg• Quality Software Management, Vol. 4: Anticipating Change by Gerald M.
Weinberg