People & Teams

Conference Presentations

Successful Project Management in the Face of Shifting People and Teams

The best project managers know to superbly manage the subtleties of risks, employee turnover, personality clashes, shifting priorities, and other unexpected events. And they know how to motivate even mediocre employees to produce exceptional results. The biggest challenge is facing the fact that no project proceeds predictably and according to plan. Learn practical day-to-day techniques you can use to achieve extraordinary project success in spite of seemingly insurmountable setbacks.
Angela Gilchrist, CyberOptics Corporation
Software Metrics "State of the Practice"

In this session, Peter Kulik presents the results of KLCI's third industry survey on software metrics usage conducted in the fourth quarter of 2000. Based on feedback from practitioners, you will explore topics such as metrics usage and best practices, tips to enhance metrics programs, strategies to implement and improve a metrics program, and tools favored to support metrics capture and analysis.
Peter Kulik, KLCI, Inc.
Effort Tracking Made Easy

Tracking effort is often a difficult cultural change to implement. Projects working toward Capability Maturity Model (CMM) Level two behaviors struggle with effort tracking for many reasons, including tool restrictions, resistance, and complicated processes. Lynn Cole shares insight and techniques that she has both successfully implemented and seen implemented by others. Discover the simple steps that you can take to start capturing and using effort data about a project.
Lynn Cole, Spherion Technology Architects
Managing Concurrent Software Releases in Development and Test

There is an ever-growing need to provide complex software products to customers on a short development schedule. Additionally, the customers need to be able to count on release dates for planning purposes. Instead of investing in an entirely new tool set that solves the configuration management issues associated with supporting concurrent development and support, existing tools can be used. This paper focuses on how to adapt and in some cases enhance an existing set of well-known tools to enable Lucent to excel in the market place. To this end, this project chose to implement the Fixed Interval Feature Delivery (FIFD) model of software development.
David Shinberg, Lucent Technologies
Program Management vs. Project Management

When a company has multiple products that are related in some way, management may choose to group those projects together under a Program Manager. Although Program Management areas are similar to Project Management areas (i.e., scope, time, cost, quality, communication, and risk management), there is a distinct difference between the tasks performed. Learn the differences between these two areas. Explore the keys to become a successful Program Manager.
Dulcey Branch, Texas Utilities
When Your Developers Don't Work for You-How I Managed A Band of "Hackers"

The future of the development world lies with a bunch of skilled programmers living wherever they want, taking whichever projects they like, naming their price, and disappearing once the project is over. At many firms, that is already the reality. In this presentation, learn how one company effectively managed valuable but volatile people resources. Discover why process and formality are important, and why certain practices are indispensable for minimizing risk and keeping everyone happy.
Lee Fischman, Galorath, Inc.
The Impact of Team/Personal Software Processes

Several years ago, the Naval Oceanographic Office initiated its process improvement effort with Team Software Process (TSP) and Personal Software Process (PSP) as its foundation. Learn about the areas in which TSP/PSP made a significant impact on implementing change relating to the organization's CMM maturity level. Discover how the structure provided by TSP/PSP facilitated the implementation of a Quality Assurance program, and explore the major impact TSP/PSP had on the organization's ability to establish a baseline of historical project data.
Edward Battle, Naval Oceanographic Office

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