Looking for Reviewers

Looking for Reviewers

[Ronald Schultz]

Subject:  Looking for Reviewers for Project Management Handbook

Berard Software Engineering has recently completed a Project 
Management Handbook for Object-Oriented Development.  This handbook 
has been developed specifically to give the project manager of an 
object-oriented development effort a better understanding of how to 
manage an OO effort.  This handbook is based on Berard Software 
Engineering's experience in consulting and training thousands of 
developers in OO software engineering.  In addition, this handbook 
reflects BSE's experience in helping other organizations develop 
similar handbooks.  

Berard Software Engineering is looking for ten (10) reviewers to 
provide comments and suggestions for the first major update to the 
handbook.  In exchange for review and comments, each reviewer will 
receive a free handbook, as well as the updates.  (The handbook is 
available today from Berard Software Engineering.  For ordering 
information contact Shelley Peacock at 301-417-9884 or e-mail 
scp@bse.com.)

For those interested, the table of contents of the handbook appears as 
follows:

TABLE OF CONTENTS
INTRODUCTION	1-1
Motivations for this Handbook	1-1
Scope	1-1
Audience	1-1
This Handbook Provides	1-2
Approach to Using this Handbook	1-3
Methodology Selection and Integration	1-4
Motivations for Taking an Object-Oriented Approach 	1-4
Why Is an Object-Oriented Project Different?	1-6
Different Roles	1-7
Different Tasks	1-9
Different Deliverables	1-9
Different Life Cycle	1-10
New Issues	1-11
The Resurfacing of Old Issues in a New Light	1-12
FUNDAMENTALS	2-1
Object-Oriented Thinking As It Was	2-1
Management Misconceptions	2-1
Things The Project Manager Must Understand	2-3
Object-Oriented Thinking As It Is Becoming	2-7
While Object-Oriented Technology Is Evolving, ...	2-8
There Are Three Choices In Dealing With New Roles	2-8
People Are Not Interchangeable	2-9
Employee Turnover Impacts Project Schedule and Costs	2-9
Team And Project Manager Factors Cannot Be Ignored	2-10
Some Common Myths About Object-Oriented Technology	2-10
Beware of Project Traps	2-11
Consequences of Poor Object-Oriented Technology Adoption	2-12
Action Items For The Project Manager	2-13
Each Project Member Requires A Basic Foundation	2-16
Characteristics of the Successful Project	2-19
Software Project Life Cycles	2-20
Software Project Management	2-23
Project Management Schematic	2-23
Project Management Organization	2-24
Support Teams	2-25
PROJECT COMPONENTS	3-1
Documents	3-1
A Petri Net	3-1
A Short Map	3-2
An Object Message Diagram	3-5
An Object-Oriented Requirements Specification	3-7
Analysis Log	3-13
Business Impacts	3-14
Change Request Form	3-14
Computer System Operators Manual	3-16
Consequence of Failure Factor	3-17System 
of Interacting Objects Specification	3-20
Object-Oriented Design Specification	3-22
Likelihood of Failure Factor	3-22
List of Requirements Information	3-22
List of Sources of Requirements Information	3-23
Object and Class Precursor	3-23
Object and Class Specification	3-24
Object-Oriented Requirements Specification Template	3-32
Outline Project Plan	3-33
Outline Project Plan Risk Assessment	3-34
Project Approval Notice	3-34
Project Candidate Assessment Form	3-34
Project Development Folder	3-35
Project Feasibility Determination	3-35
Project Feasibility Study	3-36
Project Manager Assignment	3-37
Project Manager Candidate Assessment Form	3-37
Project Plans	3-38
Project Position Description	3-39
Project Procedures	3-40
Project Proposal	3-41
Project Resources List	3-42
Project Risk Factor	3-42
Project Staff Assessment Form	3-42
Project Staff List	3-43
Reference Manual	3-43
Requirements Information Forms	3-43
Software Users Manual	3-44
Source of Requirements Information Characteristics Forms	3-44
Semantic Network	3-46
System Installation	3-48
System Maintenance	3-49
Systems Development Request	3-49
Tutorial	3-50
Value Contribution Model	3-50
Roles	3-51
Defining A Project Role	3-51
The Object-Oriented Requirements Analyst	3-52
The Object-Oriented Designer	3-58
The Project Manager	3-63
The Software Quality Assurance (SQA) Analyst	3-76
The Domain Analyst	3-81
The Tester of Object-Oriented Software	3-84
Project Librarian	3-88
Auditor	3-92
Class Designer	3-93
Configuration Manager	3-93
Configuration Specialist	3-93
Customer	3-93
Documentation Specialist	3-93
Executive Sponsor	3-93
Framework Architect	3-94
Object-Oriented Planner	3-94
Programmer	3-94
Software Quality Assurance Manager	3-94
Subject Matter Expert	3-94
Technology Consultant	3-94
Technology Impact Analyst	3-95
Project Planner	3-95
Technical Writer	3-95
Test Analyst	3-95
Test Coordinator	3-95
Team Leader	3-95
Security Administrator	3-95
Senior Development Management	3-96
Facilitator	3-96
User	3-96
Kernels	3-96
K1000  Project Formulation	3-97
K1050  Assess Feasibility	3-98
K1100  Develop Outline Project Plan	3-104
K1150  Assess Project Risk	3-107
K1200  Refine Project Reporting	3-111
K1250  Refine Project Deliverables	3-113
K1300  Refine Project Relationships	3-115
K1350  Refine Project Schedule and Costs	3-119
K1400  Refine Project Management Approach	3-120
K1450  Prepare and Submit Project Proposal	3-122
K2000  Project Buildup	3-123
K2050  Assign Project Manager	3-124
K2100  Select Project Staff	3-128
K2150  Staff the Project	3-130
K2200  Prepare Project Plans	3-131
K2250  Establish the Project Library	3-133
K3000  Object-Oriented Requirements Analysis	3-134
K3050  Identify Sources of Requirements	3-136
K3100  Collect Requirements Information	3-140
K3150  Identify Candidate Objects	3-143
K3200  Model Aspects of the Problem	3-145
K3250  Verify Problem Models	3-147
K3300  Model Aspects of the Problems Solution	3-149
K3350  Verify Solution Models	3-151
K3400  Relocalize Information	3-153
K3450  Select Objects	3-155
K3500  Create Objects	3-157
K3550  Verify Objects	3-160
K3600  Update the OORS	3-163
K3650  Verify the OORS	3-166
K3700  Conduct Requirements Review	3-171
K4000  Object-Oriented Design	3-172
K4050  Develop Object-Oriented Models	3-174
K4100  Verify Solution Model	3-176
K4150  Identify Design Objects	3-178
K4250  Identify Operations of Interest	3-179
K4300  Select Objects	3-181
K4350  Create Objects	3-183
K4400  Verify Objects	3-186
K4450  Update the OODS	3-189
K4500  Verify the OODS	3-192
K4550  Conduct Design Specification Review	3-196
K4600  Decide Implementation Issues	3-198
K4650  Establish Implementation Visibility 	3-199
K4700  Implement Object-Oriented Items	3-201
K5000  Project Testing	3-201
K5050  Prepare Test Case	3-202
K5100  Execute Test Case	3-204
K5150  Prepare and Submit Test Report	3-205
K6000  Project Completion	3-205
K6050  Refine Plans to Transfer Responsibility	3-206
K6100  Transfer Responsibility	3-207
K6150  Establish Follow-Up System	3-208
K6200  Conduct Post-Mortem	3-209
K6250  Reassign Staff	3-211
.K7000  Project Management	3-211
K7050  Prepare and Conduct Periodic Reviews	3-212
K7100  Evaluate Change Request	3-214
K8000  Software Quality Assurance	3-215
K8050  Conduct Executive Project Evaluation	3-216
K8100  Conduct Project Formulation Review	3-218
K8150  Conduct Project Initiation Review	3-220
K8200  Conduct Analysis Review	3-222
K8250  Conduct Design Review	3-224
K8300  Conduct Testing Review	3-226
K8350  Conduct In-Process Review	3-228
Techniques	3-229
The Unstructured Interview	3-230
The Structured Interview	3-231
Task Analysis	3-231
Process Tracing and Protocol Analysis	3-231
Simulations and Automated Tools	3-232
Multiple Expert Techniques	3-232
Concept Analysis	3-232
COMPONENT RELATIONSHIPS	4-1
Deliverables Mapped to Kernels	4-1
Roles Mapped to Kernels	4-10
ASSEMBLING THE COMPONENTS	5-1
Understand the Project at Hand	5-1
Identifying Project-Appropriate Kernels	5-3
Relating the Kernels	5-8
Modeling the Project	5-8
Executing the Plan	5-8
Organizing the Project Team	5-8
Organizing the Support Team	5-12
The Role of the Project Manager	5-14
Practical Tips for Project Managers	5-17
Monitoring Progress	5-20
Monitoring Tools	5-20
Reviews	5-22
Audits	5-26
Handling Change	5-29
Reasons for Change	5-29
Adopting Changes	5-29
Typical Problems	5-30
Completing the Project	5-30
Completion Consequences	5-32
Continuing Service and Support	5-32
Ownership Rights	5-32
Audits	5-33
People Issues	5-33
Typical Problems	5-33
OTHER ISSUES IN OBJECT-ORIENTED PROJECT MANAGEMENT	6-1
Software Configuration Management (SCM)	6-1
Personnel	6-2
Independent Verification and Validation (IV&V)	6-5
Domain Analysis	6-6
Reusability	6-6
Estimating	6-8
PROJECT MANAGEMENT TOOLS	7-1
Attributes of Available Project Management Tools	7-1
Subject:  Looking for Reviewers for Project Management Handbook
The Future of Object-Oriented Project Management Tools	7-2
COMMON ISSUES WITH MANAGING AN OBJECT-ORIENTED EFFORT	8-1
THE FUTURE OF OBJECT-ORIENTED PROJECT MANAGEMENT	9-1
GLOSSARY	10-1
BIBLIOGRAPHY FOR MANAGERS	11-1
Object-Oriented Programming	11-1
Object-Oriented Requirements Analysis	11-2
Object-Oriented Design/Development	11-2
Object-Oriented Databases	11-4
Object-Oriented Computer Hardware	11-5
Object-Oriented Metrics	11-5
General Object-Oriented Technology References	11-6
General Project Management References	11-8
INDEX	12-1  


Ron Schultz
Berard Software Engineering, Inc.
Columbus, Ohio Office                       Headquarters 
5634 Claire Court                           101 Lakeforest Blvd.
Dublin, Ohio 43017                          Gaithersburg, Md. 20877
(614) 798-0295                              (301) 417-9884
(614) 798-0296 (FAX)                        (301) 417-0021 (FAX) 
schultz@grebyn.com (E-Mail)                 scp@bse.com (E-Mail)
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