The Complete Software Project Manager

Mastering Technology from Planning to Launch and Beyond

Anna P. Murray

• Publisher: Wiley
• Year: 2016
• Print ISBN: 9781119161837
• eBook ISBN: 9781119219903
• Edition: 1
• Topic: Technology & Engineering
• Subtopic: Project Management in Engineering
• Index: Technology & Engineering

Your answer to the software project management gap

The Complete Software Project Manager: From Planning to Launch and Beyond addresses an interesting problem experienced by today's project managers: they are often leading software projects, but have no background in technology. To close this gap in experience and help you improve your software project management skills, this essential text covers key topics, including: how to understand software development and why it is so difficult, how to plan a project, choose technology platforms, and develop project specifications, how to staff a project, how to develop a budget, test software development progress, and troubleshoot problems, and what to do when it all goes wrong. Real-life examples, hints, and management tools help you apply these new ideas, and lists of red flags, danger signals, and things to avoid at all costs assist in keeping your project on track.

Companies have, due to the nature of the competitive environment, been somewhat forced to adopt new technologies. Oftentimes, the professionals leading the development of these technologies do not have any experience in the tech field—and this can cause problems. To improve efficiency and effectiveness, this groundbreaking book offers guidance to professionals who need a crash course in software project management.

• Review the basics of software project management, and dig into the more complicated topics that guide you in developing an effective management approach
• Avoid common pitfalls by perusing red flags, danger signals, and things to avoid at all costs
• Leverage practical roadmaps, charts, and step-by-step processes
• Explore real-world examples to see effective software project management in action

The Complete Software Project Manager: From Planning to Launch and Beyond is a fundamental resource for professionals who are leading software projects but do not have a background in technology.

Chapter 1
Software Development Explained: Creativity Meets Complexity

There are shelves of books and hundreds of thousands of articles dedicated to making software development better. Why has it been so hard for smart professionals to just make software projects run smoothly, on time and on budget? What's up here?

A Definition of Software Development

Software development is any activity that involves the creation or customization of software. As noted in the introduction, it can include

• Launching websites
• Installing a CRM (customer relationship management) tool
• Implementing a new accounting package
• Building a custom application for your business

All these activities qualify as software development. Most businesses will, at some point, be confronted by a software development project. Technology is now so intrinsically integrated into business that it's impossible to avoid.

Why Is Software Development So Difficult? Hint: It's Not Like Building a House

A lot of people use the metaphor of house building as a comparison for the activity of software development. I believe this metaphor does an enormous disservice to the process. I reject this metaphor because it gives people a false sense of security and a false understanding of the nature of software development.

A house is concrete and well understood by all. We have all been inside houses. We all share comparable assumptions about what a house is. The same cannot be said for software. In many cases, I have sat in a room with people with completely divergent views about even the most basic aspects of their software project.

Frequently, in developing software, you are creating something from nothing. That means the end product could be practically anything. Here are some endeavors in which, as in software development, you are creating something and the outcome could be a wide range of possibilities:

• Writing a novel
• Growing a garden
• Composing a symphony

There is a “blank slate” quality to creative activities. When you begin a novel, for example, the end product could take an almost infinite variety of forms. The listed endeavors, you'll notice, are all open to a wide scope of interpretation. One person's assumptions regarding the nature of a garden (flowers) may not remotely match another person's (vegetables). So it is with software development: You might think that the parameters of your project ought to be “obvious”—but they may not be obvious to your colleagues.

The previous examples all capture a fundamental reality of software development. By its very nature, software development is creation. You're going from a state where something doesn't exist to one where it does. At the beginning, the outcome could be anything, which means that everyone in the room probably has a different understanding about what the project actually is.

The Simple, the Complicated, and the Complex

In The Checklist Manifesto (2009, Metropolitan Books), a book I highly recommend, author Atul Gawande talks about three types of endeavors—the simple, the complicated, and the complex. It's helpful to understand these distinctions because software development almost always involves all three:

• Simple project components are easy to conceptualize. You know what needs to get done, and you simply need to get out the elbow grease and do it.
• Complicated project components are hard to understand and involve a lot of steps, but they are not very risky. If you read the directions carefully enough and follow them, you will get the project done.
• Complex pieces of projects, on the other hand, have a lot of variables like the complicated, but they are also highly fluid and very risky.

As already noted, software projects almost always involve all three types of activities: the simple, the complicated, and the complex. The percent mixture of each depends on the project.

I use three of my own metaphors to describe the simple, complicated, and complex as they relate to software development. Mastering these three metaphors and learning to apply them in software will help you manage any software project more successfully.

Metaphor #1: Piles of Snow

“Piles of snow” is the phrase I use to describe the simple activities within a software project.

Imagine a massive snowstorm blew through overnight. You wake up and your 200-foot-long driveway is completely blanketed in white. Worse, the plow guy called to say he can't make it. The city plow comes through and there is now an even greater pile at the end of your driveway (Figure 1.1).

Figure 1.1

What you need to do is absolutely clear. Get a shovel and dig! How to do it is also no mystery.

Keep in mind simple doesn't mean easy. In fact, most of the time a lot of labor is involved in piles-of-snow software tasks. It's going to be a lot of work to shovel that driveway, especially if there's no one to help. But the “project” is simple in concept and in execution: Dig until you are done.

I will return to the “piles of snow” metaphor again and again in this book.

Metaphor #2: The Ikea Desk

“Ikea desk” is a term I use to describe complicated aspects of software projects.

Furniture from the Swedish store Ikea comes boxed up and involves seemingly millions of little pieces (Figure 1.2). The directions are expressed solely in pictures, presumably because it's more efficient to do it this way when you serve an international customer base. Imagine the effort to translate all those directions into hundreds of languages!

Figure 1.2

To begin your Ikea desk project, you must lay out all the tiny pieces on the floor and match them to the illustrations in the directions. Then you must meticulously follow the directions. There is frequently trial and error. Wait. Was that the part? It doesn't seem to fit. No, I think this one is the right screw. It's the smaller-than-middle-sized one.

Anyone who's put together an Ikea desk remembers a weekend spent on the living room floor before the furniture piece is finally ready. It can be frustrating. It's time consuming. You may be missing a part and have to go back to the Ikea store and wait on the customer service line. Despite all this, success is virtually guaranteed. With enough time and Allen wrenches, you will get it done.

Ikea desks require more application of brainpower (e.g., reading and interpreting detailed directions), more concentration, and more backtracking and redoing than shoveling piles of snow. Further, the time it will take to assemble the Ikea desk may be harder to judge than the driveway shoveling. You may say something like, “I'll have this baby assembled by noon,” only to realize you put the wrong screws in and assembled it backwards. It's more like midnight when you actually finish...

Table of contents

• Cover
• Title Page
• Copyright
• Table of Contents
• Dedication
• Foreword
• Acknowledgments
• About the Author
• Introduction
• Chapter 1: Software Development Explained: Creativity Meets Complexity
• Chapter 2: Agile, Waterfall, and the Key to Modern Project Management
• Chapter 3: Project Approaches; Off-the-Shelf and Custom Development; One Comprehensive Tool and Specialized Tools; Phased Launches and Pilots
• Chapter 4: Teams and Team Roles and Responsibilities Defined
• Chapter 5: Project Research and Technology Choice; Conflicts at the Start of Projects; Four Additional Project Delays; Initial Pitfalls
• Chapter 6: Final Discovery; Project Definition, Scope, and Documentation
• Chapter 7: Budgeting: The Budgeting Methods; Comparative, Bottom-Up, Top-Down, and Blends; Accurate Estimating
• Chapter 8: Project Risks: The Five Most Common Project Hazards and What to Do About Them; Budgeting and Risk
• Chapter 9: Communication; Project Communication Strategy; from Project Kickoff to Daily Meetings
• Chapter 10: The Project Execution Phase: Diagnosing Project Health; Scope Compromises
• Chapter 11: First Deliverables: Testing, QA, and Project Health Continued
• Chapter 12: Problems: Identifying and Troubleshooting the Three Most Serious Project Problems; Criteria for Cancellation
• Chapter 13: Launch and Post-Launch: UAT, Security Testing, Performance Testing, Go Live, Rollback Criteria, and Support Mode
• Project Tools
• Glossary
• Index
• End User License Agreement