Learn best practices for managing software development projects from an unexpected but surprisingly relevant source: the producers of major motion pictures.
What can Hollywood’s hundred years of filmmaking experience teach the software industry? Like movies, software projects can be complex, creative, and high risk. But Hollywood has a better track record for delivering projects to plan. Now you can apply the project-management best practices used by motion-picture producers and production managers to your own work—and get better results.
The author—an expert in software engineering and process improvement—shares what he’s learned from film-industry project managers to deliver software projects on time and on budget. You’ll gain practical insights and effective techniques you can apply right away for estimation and planning; controlling costs, schedules, and changes; coordinating multiple teams; tracking progress; reporting status; managing logistics; management reviews; and more.
Development
Chapter 1 Know the System
Two Percent Over, with a Lot of Explaining to Do
The Hollywood System of Production Management
A Similar Model for the Technology Industries
Management Objective: The Project from the System
Case in Point: Modernization Project at the Internal Revenue Service
Chapter 2 Know Your Properties
Rocky XXIII, Friday the 13th Part 14, and Titanic 2—Makin’ It to the Top
IT Portfolio Management as Strategic Positioning
The Need for Applications Portfolio Management
The Adverse Consequences of Black Box Management
Hollywood and Portfolio Management
Launching IT Portfolio Management
Case in Point: Kohl’s Department Stores
For a Deeper Look. . .
Chapter 3 Establish Green-Light Rules
Inside the Hughes Hangar
Technology’s Unlocked Gate
The Green-Light Path in Hollywood
Project Portfolio Management for IT Organizations
Case in Point: CalPERS of California
For a Deeper Look. . .
Chapter 4 Invest in a Solid Script
The Package Drives the Script
The Business of Weak Requirements
Continuing the Parallels at Parallel Entertainment
Addressing Requirements Development
Case in Point: Athena Technologies
For a Deeper Look. . .
Chapter 5 Time Box the Projects
Form, Format, and Formula
IT Runaways and Throwaways
Toward a Controlled Development Tempo
Benefits of the Time Box Approach
Case in Point: Time Boxing at Oatland Container Corp.
For a Deeper Look. . .
Preproduction
Chapter 6 Strip Board the Script
The Time-Money Equation
Form Following Function in Technology Development
The Two-Dimensional Work Breakdown Structure
Benefits of Source-Organized Work Breakdown Structures
Case in Point: Pryor Development Services
For a Deeper Look. . .
Chapter 7 Staff to the Genre
The Central Role of Casting
Any Casting Is Not Right Casting
Assign By Design
Benefits of "Type Staffing"
Case in Point: Athenati Integration Services
For a Deeper Look. . .
Chapter 8 Budget to the Board
Liberty Within Limits
The IT Budget and the Bottom Line
Budgeting Tips for Technology Projects
Benefits of Multifaceted Budgeting
Case in Point: Westpoint-Taylor
For a Deeper Look. . .
Chapter 9 Sign on the Dotted Line
Contracts and Commitments
Stakeholder Involvement for IT Projects
Facilitating Stakeholder Involvement
Benefits of Stakeholder Agreement
Case in Point: Kohl’s Department Stores Revisited
For a Deeper Look. . .
Production
Chapter 10 Stick to the Script
The Script as Bible
The Requirements as Contract
Hollywood-Style Change Control
Moving Toward Improvement
Case in Point: The Fall of Indus
For a Deeper Look. . .
Chapter 11 Work to the Call Sheets
Yes Man
Tracking the Work in IT
Incrementing the Solution
Benefits of a Work Authorization System
Case in Point: Palter-Taft Technologies
For a Deeper Look. . .
Chapter 12 Ante Up the Completion Bond
Gospel Hill
Losing Sight of Process in IT
Establishing Project Quality Assurance Oversight
Benefits of Project Quality Assurance
Case in Point: Pitney Bowes
For a Deeper Look. . .
Chapter 13 Manage the Hot Costs
The Trailer Next to Sound Stage 4
Floating Over the Numbers
Managing by the Numbers
Benefits of Managing Through Measures
Case in Point: Micronetix
For a Deeper Look. . .
Chapter 14 Cut as You Go
Way Down East
Waterfall Ahead
Integrating an Iterative Test Approach
Benefits of Iterative Testing
Case in Point: Public Health Software Systems
For a Deeper Look. . .
Post-Production
Chapter 15 Edit to the Investment
The Butcher’s Wife
Divergence and Discontinuity
Continuity of Quality
Benefits of Peer Reviews
Case in Point: MCI Worldcom
For a Deeper Look. . .
Chapter 16 Study the Test Cards
Changing the End
Working with the User
Listening to the User
Benefits of User Acceptance Testing Together
Case in Point: Agilys
For a Deeper Look. . .
Chapter 17 Count the Box Office
The Bucket List
The Unconscious Organization
Leveraging Knowledge Management
Benefits of Leveraging Lessons Learned
Case in Point: Advantage Computers Inc.
For a Deeper Look. . .
Wrap-Up
Chapter 18 Honor the System
The System Is the Solution
Hesitation in IT Shops
Project Management as an Operational Asset
The Lean Machine at Work
The Secret to Project Management Success
Case in Point: Thoughtmill
Chapter 19 The Lessons Reviewed
Treat Your Business Like a Business
Lesson 1: Establish a Project Management System
Lesson 2: Manage Your Applications Portfolio
Lesson 3: Establish Project Assessment and Approval Guidelines
Lesson 4: Devote Time for the Development of Requirements
Lesson 5: Employ Incremental Development Windows
Lesson 6: Use WBSs as a Basis for Estimation and Planning
Lesson 7: Identify Needed Knowledge and Skill Sets
Lesson 8: Establish Budgets and Schedules That Tie Directly to the WBS
Lesson 9: Obtain Commitments from Key Stakeholders
Lesson 10: Focus on the Delivery of Required Functionality
Lesson 11: Manage Through Incremental Progress Targets
Lesson 12: Welcome the Quality Auditors
Lesson 13: Track Scope, Schedule, Budget, and Quality on a Regular Basis
Lesson 14: Test Early, Build Often
Lesson 15: Test to Verify Requirements
Lesson 16: Focus on User Acceptance Testing
Lesson 17: Conduct Project Retrospectives Across Stakeholder Groups
James Persse, PhD, has more than 20 years’ experience in the fields of technology systems design and process improvement, and has written five books. An SEI-authorized CMMI Instructor, certified Six Sigma professional, and ISO 9001:2000 auditor, Dr. Persse specializes in helping Fortune 500 companies design and implement process-improvement programs for software engineering, project management, and other disciplines.
