ToolsOverview_BrianScriber
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    ToolsOverview_BrianScriber ToolsOverview_BrianScriber Presentation Transcript

    • Project Management Tools Brian Scriber Project Management
    • Agenda: 1 hour of Tools
      • Quick Background
      • Why One Tool Won’t Fill the Toolbox
      • Tools to Explore
      • Scrum (overview)
      • XPlanner (demo/walkthrough)
      • Bugzilla (demo/walkthrough)
      • Microsoft Project (breif)
    • Background
      • Brian Scriber
        • [email_address]
        • BS Computer Engineering: University of Michigan
        • MS Computer Science: University of Colorado
        • MBA*: 2008 University of Colorado, Leeds School of Business
        • CSDP, SCJP, SCJD, SCEA, PMP
        • 13 years implementing and managing projects at different levels
        • Chief Architect at ICAT
    • Types of Projects
      • Software Development
      • Construction
      • Marketing
      • Municipal
      • Domestic
      • Multi-million dollar
      • Hundred dollar
      • Team
      • Individual
      Which tool should I use?
    • Aspects of Projects
      • Schedule Management
      • Budget/Cost Management
      • Scope Management
      • Quality Management
      • Customer Satisfaction
      • Change Management
      • Risk Management
      • Documentation
      • Communication
      • Performance Monitoring
      • Contracting
      Which tool should I use?
    • Aspects of Projects
      • Schedule Management
      • MS Project, XPlanner, Rally, MS Excel
      • Budget/Cost Management
      • Oracle Financials, MS Excel, Quicken
      • Change Management
      • Bugzilla, Jira, IBM Rational (ClearQuest & ClearCase), CVS/Subversion, TeamTrack, MS Excel
      • Scope Management
      • MS Word, Meetings
      • Quality Management
      • TQM, Six-Sigma
      • Customer Satisfaction
      • Survey Monkey, MS Word, Telephone, Email
      • Risk Management
      • Crystal Ball, MS Excel
    • and Scrum
      • Scrum -- Agile, iterative, transparent development process.
      • Backlog
        • Constantly changing, prioritized, list of project work (Bugzilla)
      • The Sprint
        • 1-week planning period (LOEs, Allocations, Discussions)
        • 3-week intensive software development
        • Test-first methodology
        • Retrospective: Sprint Review
      • Daily Stand-up Meetings: The “Scrum”
        • Pigs and Chickens
        • Yesterday, Today, Roadblocks, Cool
      • Task and Schedule Status Tool
        • XPlanner
    • and Scrum: Planning Week
      • Level Of Effort Estimates: LOEs
        • Change Requests (CRs) are reviewed and estimated
          • Sprint week: weekly estimation time
          • Planning week: open estimation
        • Maximum of 15 minutes of engineering effort per CR
        • Accuracy goal was originally 50% but we’re closing in on 15%
        • Complexity estimation tools and estimate analysis feedback loop
      • Allocations
        • 20% of time is unusable
          • Flow and No-Flow: Peopleware (DeMarco and Lister)
        • 10% of time is for infrastructure/architecture initiatives
        • Remaining time allocated to projects
          • Debt ~10% FTest ~8% ATest ~7% Overhead ~5%
          • QA Environment Support ~15%
          • Production Support ~5%
          • Change Requests: ~50%
    • Why Agile? Eng./Bus. Dissonance
      • High degree of novelty in software development (not an assembly line)
      • Creative solutions
      • Difficult to estimate
      • Elicitation of details requires change management
      • Lack understanding of all the business drivers
      • Market expectations
      • Changing business requirements
      • ROI and strong needs for business planning
      • “ IKIWISI”
      • Lack complete understanding of app. complexity
      Software & Engineering The Business World
    • and
      • Projects
        • Long term (multiple sprints) business or engineering efforts
        • Example: New External Quoting Portal
      • Iterations
        • Iteration = Sprint
        • 3 week period of development
        • Each sprint is deliverable to production. Work will be complete.
      • Story
        • Story = Use Case or major feature
      • Task
        • Atomic unit of production.
        • At ICAT we limit task duration to 16 hours but shoot for less than 6 hours on 2  (95%) of our tasks (1 day of Flow time)
    • and
      • Task Type
        • Planned, Added, Discovered
      • Task Disposition
        • Feature, Defect, ATest, FTest, Overhead, Debt
    • and
      • Technical Requirements for XPlanner
        • Open Source project
          • www.xplanner.org
          • Active community involvement (SourceForge, Blog, etc.)
          • No licensing fees
        • Runs in Tomcat (open source servlet container)
          • Available across your intranet via web browsers
          • You can control access and permissions
        • Depends on the MySQL database (open source)
          • Alternative databases are possible but not really supported.
        • Hosting and disaster recovery
          • You will need a dedicated server with high availability
          • Up to you to back up your db
        • SOAP interfaces: Standard web service integration
        • Authentication through LDAP is in development
        • Setup shouldn’t take more than an hour
    • Admin Perspective
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    • Engineer Interactions
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    • Management, Business Sponsor and PM Interactions
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    • and Bugzilla
      • Technical Requirements for Bugzilla
        • Open Source project
          • www.bugzilla.org
          • Active community involvement and updates
          • No licensing fees
        • Runs under Perl (open source software)
          • Available across your intranet via web browsers
          • You can control access and permissions
        • Depends on the MySQL database (open source)
        • Hosting and disaster recovery
          • You will need a dedicated server with high availability
          • Up to you to back up your db
        • Authentication through LDAP is available
        • Setup shouldn’t take more than half an hour
    • Bugzilla Change Request Lifecycle
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    • Microsoft Project
      • This has become de-rigueur for project managers, but it is expensive, onerous to use, opaque, and it can get you into more trouble than it will get you out of.
      • Great tool to layout major dependencies
      • Temptation to put every activity on the plan
      • “ Gantt Chart Hell”
      • Resource Leveling: NEVER do this
      • All of this said, you must be able to use MS Project as a project manager.