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  1. 1. Open Source Project Governance & Management Practices Elisha Chitsenga | CISA @Chitsenga
  2. 2. Agenda 1. BRIEF INTRO PROJECT GOVERNANCE & MGT  Common objectives for a b/s organization. 2. OPEN SOURCE PROJECT MANAGEMENT PRACTICES  Application of knowledge skills, tools and techniques 3. OPEN SOURCE PROJECT MANAGEMENT STRUCTURE  Outline of the authority and control in open source. 4. PROJECT MANAGEMENT ROLES & RESPONSIBILITIES  Roles and responsibilities of groups/individuals involved in open source project management.
  3. 3. PROJECT GOVERNANCE & MANAGEMENT  Open source project portfolio and/or a program management structure - this assists in identifying common objectives for the business organization, identifying and managing risk, and identifying resource connections.  All open source projects require  governance structures  Policies and procedures  Mechanisms to ensure strategic and tactical alignment
  4. 4. Open source governance structures should involve the project and functional line organization. Should be driven by business case and there must be a periodic review of the benefits achieved.  hard factors – deliverables, quality, costs and deadlines.  Soft factors – team dynamics, conflict resolution, leadership issues, cultural differences  Environmental factors – political & power issues, managing the stakeholders expectations and the larger ethical and social issues sournding open source project.
  5. 5.  Open source project management structure - size and complexity of business/operations.  Some roles and responsibilities may be grouped or restructured.  Segregation of duties have to be observed.
  6. 6. OPEN SOURCE PROJECT MGT PRACTICES  Project management – application of knowledge, skills, tools and techniques to a broad range of activities to achieve a stated objectives such as meeting the defined user requirements, budget and deadlines for an open source project.  It is a business process in a project-oriented organization.  Project charter
  7. 7. Project Management Process 1. Initiating 2. Planning 3. Executing 4. Controlling 5. Monitoring 6. Closing a project
  8. 8. MANAGEMENT STRUCTURE  Three types of open source project management organizational structures.  functional- structured organization – project manager staff function no formal management authority.  Project- structured organization – project manager – formal authority – budget, schedule and team  Matrix- structured project organization -management authority is shared between project manager and department heads
  9. 9. PROJECT STEERING COMMITTE  overall direction and appropriate representation  responsible for deliverables – costs and schedules.  project sponsor assumes overall ownership and accountability STEERRING COMMITTE performs  reviews progress and emergency meetings  serves as coordinator and advisor  takes corrective action – progress and issues escalated SENIOR MANAGEMENT  commitment and approves the necessary resources. Management roles & responsibilities
  10. 10. PROJECT SPONSOR  funding and determines CSFs and metrics for measuring success of the project.  data and application ownership USER MANAGEMENT  assumes ownership & resulting system, allocates qualified team reps and participates in process design, sys requiems definitions, test case development, acceptance testing and user training. USER PROJECT TEAM  subject matter experts (SME’s) – completes assigned tasks, communicates them and works according to local standards Management roles & responsibilities ..cont.
  11. 11. PROJECT MANAGER  day to day management and leasrship  facilitates definition of the project, manage and control activities via project schedule QUALITY ASSURANCE (QA)  reviews results and deliverables when each phase – confirms compliance with requirements  process based activities SYSTEMS DEV MGT  technical support – hardware and software  provides assurance Management roles & responsibilities
  12. 12. SYSTEMS DEV PROJECT TEAM  completes, commucates and works with local standards SECURITY OFFICER (SECURITY TEAM)  effective level of protection – data classification -corporate security policies and procedures.  reviews security test plans and reports prior to implementation  system security effectiveness INFO SYSTEM SECURITY ENGINEERICER (SECURITY TEAM)  applies scientific and engineering - to mimise security vulnerabilities or contain risk  defines the needs, requirements, architures and designs – princles of both defense in breadth and security. Management roles & responsibilities
  13. 13. All text and image content in this document is licensed under the Creative Commons Attribution-Share Alike 4.0 License (unless otherwise specified). “LibreOffice” and “The Document Foundation” are registered trademarks. Their respective logos and icons are subject to international copyright laws. The use of these thereof is subject to trademark policy. Finish Thank You

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