From mboxrd@z Thu Jan 1 00:00:00 1970 X-Spam-Checker-Version: SpamAssassin 3.4.5-pre1 (2020-06-20) on ip-172-31-74-118.ec2.internal X-Spam-Level: X-Spam-Status: No, score=-0.9 required=3.0 tests=BAYES_00,SYSADMIN autolearn=no autolearn_force=no version=3.4.5-pre1 Date: 6 May 92 13:44:48 GMT From: milo!grebyn!daily!schultz@uunet.uu.net (Ronald Schultz) Subject: Looking for Reviewers Message-ID: <1992May6.134448.8293@grebyn.com> List-Id: 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) -------------------------------------------------------------------------