Project Management

Conference Presentations

Predictive Metrics to Estimate Post Project Costs

How much will it cost to support your software project based on current estimations? Discover the answer to this question by using statistical estimation methods-including the S-curve and the Rayleigh curve-to help you determine where your projects are in relation to required quality and trendings to meet your post-project cost goals. Learn how to use metrics to predict post-project costs and make better release decisions based on these predictions.

Geoffrey Facer, Intel Corporation
Three Numbers to Measure Project Performance

We present a method which produces at any time during the execution of a big software
development project a reliable prediction of the total duration and of the total cost to expect
at project completion. The basic idea presented in our paper is to correlate cumulative cost consumed to current
completion reached, and to learn out of this about the future of the project. Prerequisites
are a cost consumption plan and a deliverables completion plan. The approach is
presented both theoretically and on hand of a real life case. Special attention is paid to
project management techniques related to the method.

Thomas Liedtke and Peter Paetzold, Alcatel
From Zero to 100: Project Metrics in an Investment Bank

Metrics collection, interpretation, and data quality always present a challenge to organizations. In the midst of an ever-increasing organization such as Goldman Sachs, the need for comprehensive metrics has become a top priority. Learn how one company successfully implemented a measurement initiative from ground zero using project management discipline, completion dates, scope definition, and a lifecycle approach-resulting in expanded coverage, more sophisticated usage of data, and support of the management and quality teams.

Barry Young and Arun Banerjee, Goldman Sachs and Co.
Predicting Software Errors and Defects

This paper introduces a fault model that predicts the number of errors and defects throughout the development cycle. Project managers can use this information to quantitatively determine if the development process is in control, may be going out of control, or is clearly out of control. This model is able to adjust estimates based on the most current data available.

Mark Criscione, Motorola
Success Factors and Measures in Outsourced Application Development

Today's e-conomy is creating higher time pressures than ever in application development. Many organizations are responding to the deadline pressures and backlogs through partnering. Whenever new partnering relationships are created, however, conflict can result. Learn the four key critical success factors to help you manage this type of strategic relationship, including how to deal with "shotgun weddings" and creating better dispute resolution frameworks.

Michael Mah, QSM Associates, Inc.
Put Your Power to Work!

Power is the ability to create value. If you want to create more value in your organization, you must learn to tap the abundant resources of power. The four most abundant power sources are 1) your own inner resources; 2) the physical world; 3) interacting with another person; and 4) working in teams to achieve a shared purpose. Winner of Best Presentation at SM 2001, Dale Emery returns to help you learn to harness your own power resources-for your benefit and the benefit of others.

Dale Emery, Sun Microsystems
Metrics: Giving the Answer to the Right Question

What metrics are you going to give me? This is the type of question managers ask their QA analysts at the start of each project. In this presentation, learn how to interpret data to create a metric that can answer a specific question asked by management. Explore how quality assurance and testing-from goal setting to implementing tactics-can assist in creating reliable metrics. Kenneth Paczas looks at many of the questions that have been asked by management--and the metrics that were used to answer them.

Kenneth Paczas, Compuware Corporation
Process Improvement in Large Organizations: Walking the Maze

Every problem-solving activity in an organization requires some learning. Both the stakeholders and the
facilitators of the organization need to learn as they go through change. This paper describes our first
experiences with facilitating process improvement and problem solving by focusing on congruence, building trust
relationships, systems thinking and lots of "letting go."

Nynke Fokma, Moebius Consultancy and Erwin van der Bij, Lucent Technologies
The Software Organization as a Complex Adaptive System

We are living and working in the "knowledge rea" where business, technological, and organizational changes cannot be predicted or foreseen. One minute you are on top; the next minute, you are obsolete. For a software organization to sustain itself over time, it must act as a Complex Adaptive system (CAS) and operate on the edge of Chaos (EOC) as a learning organization that is continuously learning and co-evolving. Gain insight into how to become a sustainable software organization in a rapidly changing environment.

Nir Merry, Applied Materials and Dr. John Bruckman, Change Management Group
Measures that Predict Change

Prediction becomes more accurate when there are measured trends to show the way. Knowing what to collect and review is only half of the process of predicting change. The rest of the methodology is understanding the data and being able to predict changes so that the project team can proactively respond to change events. Learn how organizations within EDS have begun to accurately predict changes. Explore the methods, decisions, and the necessary steps taken by EDS to develop and use metrics and measures that support key management decisions.

Gail Borotto, EDS

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