Extreme. Project Management June 2011 with Ed Yourdon. Don t come to this seminar if want to know what nice people do in nice projects

Transcription

1 Extreme Project Management June 2011 with Ed Yourdon Don t come to this seminar if want to know what nice people do in nice projects A survival guide for those who are about to embark on a mission impossible project

2 Extreme Project Management The seminar is not about the things we would all like to do. It s not about doing it right and it is not a conventional sermon about the benefits of rapid prototyping and iterative development life-cycles. While we all believe in rigorous software methodologies and the Boy Scout virtues that lead to high levels of software quality and easily maintainable systems, they can be counter-productive and even fatal in high-pressure do-or-die projects. Extreme Project Management is concerned with five key aspects of a project: Politics, people, process, project-management, tools This seminar is a survival guide for managers and project team members who are about to embark upon a mission impossible effort. Attending this course you will Define an extreme project and its basic nature Learn practical rational negotiation tools and tradeoffs Manage extreme peopleware issues Define, prioritize and create commitment for processes within an extreme project Practice on modeling extreme projects through "war game" simulations Measure and control progress of an extreme project Obtain a minimal toolselt for an Extreme project Establish an "extreme" culture of managing projects to deal with extreme project situations Who should attend IT Project Managers Systems Analysts Designers and programmers involved in high-risk projects This seminar is also intended for end-users who are involved in the project, and who may worry that they will become participants in a disaster. And it is also recommended for senior managers who commissioned the high-risk project in the first place, and/or who may be responsible for having created the high-risk conditions. These peripheral players in the project will ultimately be viewed as friends or enemies by the project team, once it begins. It is extremely useful for end-users and senior managers to understand how they can help and why it is often better to just stay out of the way as the project team bulldozes its way to a successful completion. This course grants you 16 PDUs and it is covered by the OAED-LAEK 0,45 Program. This course is offered by the in association with Ed Yourdon. The HAU CoE is the premier training provider in Greece specializing in Project Management, offering training, certification preparation, as well as consulting and support services, accommodating so far more than 2000 delegates. HAU CoE is a PMI Global Registered Education Provider. We also collaborate with PM-Greece, the national member of IPMA.

3 Agenda Introduction Definition and characteristics of an Extreme Project Why are Extreme Projects occurring today Why would anyone want to be involved in such a project Extreme Politics Identifying the owners, customers, shareholders, and stakeholders in the Extreme Project Determining the basic nature of the project: mission impossible (we succeed and live happily ever after) versus kamikaze project (they project succeeds but we ll all be dead at the end) versus suicide mission (overwhelming political forces want the project to fail, and we re the sacrificial lambs) Levels of commitment to an Extreme Project: the parable of the chicken and pig discussing a bacon-andeggs breakfast Extreme Negotiations Identifying acceptable tradeoffs between schedule, budget, staff resources, quality, and other constraints Tools for rational negotiation of tradeoffs What to do when rational communication is impossible Extreme Peopleware issues Hiring and staffing issues for an Extreme project: putting the best possible people on the project Identifying loyalty and commitment issues: to oneself, one s family, the project, the company, etc. The importance of communicating the urgency, priorities, constraints, and risks of the project Team-building issues: team roles, helping the team gel, keeping teams together from one Extreme project to another etc. The Manager s role in an Extreme team: hands-on Managers who live in the project war-room, versus hands-off Managers who allow the team to manage its own day-to-day affairs Using simulation models to explore the impact of different process strategies before the project begins The Dynamics of Processes Models of software development processes: mental models, spreadsheet models, static versus dynamic models Visual models An example: Tarek Abdel-Hamid s Software Process model New research from Ray Madachy Simulators and war games for modeling Extreme Projects The concept of war-games Benefits and advantages of conducting war-game exercises Techniques for conducting software development wargames with simulation models Extreme Project Control Management styles for different types of Extreme Projects: innovative, high-intensity but traditional application development etc. Measuring, managing, and controlling progress The importance of a daily build to establish credible progress milestones in large, complex Extreme Projects The essence of Risk Management, distilling the key ideas published by Charette, Jones, Thomsett etc. Extreme Tools Identifying a minimal toolset for Extreme Projects; what are the most crucial tools that the team must have? A checklist of tools in the area of prototyping, configuration management, groupware, testing, etc. The risks of choosing new tools in an Extreme Project Extreme as a way of life Extreme Processes Formal versus informal processes: the contrast between the SEI process model, and the mad-world model popularized by the shrink-wrap software industry The importance of getting the project team to own the process they use in the project The importance of prototyping (in case anyone has forgotten!) What if this Extreme Project is just the first of many? Establishing an Extreme culture within the organization Extreme training and annual visits to the Extreme flight simulator

4 The instructor Ed Yourdon has worked in the IT industry for the last 45 years. Ed has been deeply involved in the Internet revolution since it began in the mid-1990s; he has served on Boards of Directors and technical advisory board for numerous high-tech startup companies in the US and India. He has been involved in Enterprise 2.0 since its beginnings in the period, and he currently consults, lectures, adn writes about various aspects of the new technologies. He is an internationally-recognized computer consultant, as well as the author of more than two dozen books, including: Byte Wars, Managing High-Intensity Internet Projects, Death March, Rise and Resurrection of the American Programmer, and Decline and Fall of the American Programmer. His latest book, Outsource: Competing in the Global Productivity Race, discusses both current and future trends in offshore outsourcing, and provides practical strategies for individuals, small Businesses, and the national to cope with this unstoppable tidal wave. The December 1999 issue of Crosstalk : The Journal of Defense Software Engineering, called Ed Yourdon one of the ten most influential men and women in the software field. In June 1997, he was inducted into the Computer Hall of Fame, along with such notables as Charles Babbage, Seymour Cray, James Martin, Grace Hopper, Gerald Weinberg, and Bill Gates. Yourdon has worked in the computer industry for more than 40 years, beginning when Digital Equipment Corporation hired him in 1964 to write the FORTRAN math library for the PDP-5 and the assembler for the popular PDP-8 minicomputer. During his career, he has worked on over 25 different mainframe computers and was involved in a number of pioneering computer technologies, such as time-sharing operating systems and virtual memory systems. After stints with DEC and GE, a small consulting firm, and a few years as an independent consultant, Yourdon founded his own consulting firm, YOURDON Inc., in 1974, in order to provide educational, publishing, and consulting services in state-of-the-art software engineering technology. Over the next twelve years, the company grew to a staff of over 150 people, with offices throughout North America and Europe; as CEO of the company, he oversaw an operation that trained over 250,000 people around the world in structured programming, structured design, structured analysis, logical data modeling, and project management. YOURDON Inc. was sold in 1986 and, after several mergers and acquisitions, eventually became part of CGI, the French software company that is now part of IBM. The publishing division, YOURDON Press (now part of Prentice Hall), has produced over 150 technical computer books on a wide range of software engineering topics; many of these classics are used as standard university computer science textbooks. Yourdon is a member of the Association of Computing Machinery (ACM), Institute for Electrical and Electronic Engineers (IEEE), Project Management Institute (PMI), and the International Technology Law Association (ITLA).

5 Registration Form I wish to register for the course Extreme Project Management June 2011, Course Fees: 750 In order to guarantee a place on the course, delegates are kindly requested to register latest by 15 working days prior the course start. Please send this registration form to HAU fax nr Course fees include tuition documentation, course material, lunch and refreshments. An invoice will be sent upon receipt of registration form. Please note that payment must be received prior to the course start. Discounts are available for group bookings. For more information, please call the Hellenic American Union. PERSONAL DETAILS (Please print clearly) Family Name Company First Name Position/Title Address City Postal Code Tel Fax INVOICE DETAILS Company Type of Business Address City Postal Code Tel Fax Tax Id. Nr. Tax Registration Office I/We understand and accept the registration and cancellation policies and procedures, and the protection of personal and credit card data policy. Signature/company seal Date PAYMENT DETAILS Payments are made to the Hellenic American Union: by credit card by filling out the form below, by cheque made payable to Hellenic American Union or bank deposit: For bank deposit/transfer information please contact the Hellenic American Union. Please always quote the invoice number which you will receive once you have registered, or alternatively please quote your company s name or the delegates name in the transfer instructions. Please invoice my company Please charge my credit card: Visa Master Card Cheque Bank Deposit CANCELLATION POLICY Payment is due upon registration. Delegates who cancel after registration, or who don t attend, are liable to pay the full course fee and no refunds can be given. A replacement is always welcome. Disclaimer: Hellenic American Union reserves the right to change or cancel any part of its published programme due to unforeseen circumstances. Confidentiality: The information you provide will be safeguarded by the Hellenic American Union, who may use it to keep you informed of relevant products and services. If you do not wish to receive this information from the Hellenic American Union by telephone, fax., . or mail, please check the appropriate box and send this form to the Hellenic American Unionm, fax nr: , or notify us at tel: , or notify the person in charge of sending this information. We will ensure that you do not receive any further information, unless you instruct us otherwise. Massalias 22, Athens project@hau.gr tel: fax: