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Mentors, Models, and the Making of Managers: Special Panel Discussion Each of us has a story about how we came to be managers in software organizations. Many of us became managers because we were good developers. Some of us studied management in school. A few of us were groomed and mentored by the companies we work for, and some were tapped for management because we were the only warm body available. But now that we're here, what does it take to become an effective manager? Is being mentored and developed as a manager considered a luxury? Join this interactive panel and discuss the real-life issues and challenges of developing ourselves-and others-as software managers.
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Moderator: Esther Derby ( Esther Derby Associates, Inc.)
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Speaking to Your Management: What Do You Do When They Do Not Listen This presentation explains some of the language barriers and experience barriers between management and quality assurance professionals.
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Ed Weller, Software Technology Transition
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Thinking About People, Process, and Product: A Principle that Works at Work All projects involve the three P's: people, process, and product. People includes everyone who influences the project. Process is the steps taken to produce and maintain software. Product is the final outcome of the project. To keep these three in harmony, you must observe who is trying to do what to deliver what. Usually, two of the three P's are mandated, and the third one is chosen appropriately. Although this is common sense, it is not common practice. Dwayne Phillips discusses the issues and challenges that affect us all on every project. Learn about the ideas and questions to consider to help you work through these issues.
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Dwayne Phillips, U.S. Department of Defense
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A Force for Change-Using Resistance Positively When we try to improve our organizations, we inevitably encounter resistance. This presentation describes how to turn resistance into a resource. Whatever else it may be, resistance is information about the people we are asking to change; about the environment in which the change will happen; about the changes we recommend; and ultimately, about ourselves. Learn ways to tap into that information to turn resistance into a resource for creating lasting improvement.
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Dale Emery, Sun Microsystems
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Launching a Web Development Team Based on a real-life case study, learn how one Fortune 500 manufacturing company-with four development groups in two locations-created a flexible and cost-efficient Web development solution to meet the needs of an expanding business. Explore the development problems-and solutions-encountered on a project of this scope, including issues with geographically dispersed development.
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Thomas Vlasic, John Deere Co.
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Organization: The Forgotten Dimension Explore the software project manager's actual, perceived, and desired position in an organization. Learn how the differences in these three views-coupled with the understanding of roles, responsibility, authority, and accountability-may be more important to a manager's success than the method used to manage the project. Discover techniques that leverage "difficult" organizational structures and cultures to enable the free flow of information that is critical to process improvement and project performance.
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Mark Servello, Change Bridge, Inc.
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Predictive Metrics to Estimate Post Project Costs How much will it cost to support your software project based on current estimations? Discover the answer to this question by using statistical estimation methods-including the S-curve and the Rayleigh curve-to help you determine where your projects are in relation to required quality and trendings to meet your post-project cost goals. Learn how to use metrics to predict post-project costs and make better release decisions based on these predictions.
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Geoffrey Facer, Intel Corporation
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Three Numbers to Measure Project Performance We present a method which produces at any time during the execution of a big software
development project a reliable prediction of the total duration and of the total cost to expect
at project completion. The basic idea presented in our paper is to correlate cumulative cost consumed to current
completion reached, and to learn out of this about the future of the project. Prerequisites
are a cost consumption plan and a deliverables completion plan. The approach is
presented both theoretically and on hand of a real life case. Special attention is paid to
project management techniques related to the method.
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Thomas Liedtke and Peter Paetzold, Alcatel
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Better Testing-Worse Quality? Many organizations react to quality issues encountered after shipping a product by renewing their emphasis on testing. The logic is that better testing would have resulted in better software. Ironically, focusing on testing can cause worse quality. In this discussion, Elisabeth Hendrickson provides real-world examples of when better testing has resulted in worse quality and how to turn around the downward spiral.
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Elisabeth Hendrickson, Quality Tree Software, Inc.
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B2B and B2C Software Project Management—So What's Different? Learn how to understand and address the unique and not so unique aspects of Internet-based business-to-consumer (B2C) and business-to-business (B2B) project development. Based on three case studies used to illustrate the important aspects of Internet project development, you will cover the full project lifecycle--from inception to launch--highlighting key principles and practices along the way. The case studies will include an information-centric Internet Web site (corporate brochure site), and electronic commerce site (consumer), and a business-to-business exchange.
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Rick Smith, ObjectSpace, Inc.
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