[Bibliography 20150309] Successful enterprise-level software project management: Best Practices for optimizing performance for flawless delivery

This book is designed to address a problem that plagues the software industry:

How to organize software project management to achieve optimal performance and perfect delivery. Author Neil White (PMP, an expert in project management) introduced a new approach: Enterprize organization.

This book describes key roles and responsibilities in the projects defined by the Enterprize organization, including product managers, project managers, business architects, product architects, process architects, resource managers, team leaders, and team members.

The book also discusses how to use Enterprize to organize large projects, small projects, multiple projects and maintenance projects, and to answer some common questions in the project management process through the set of "Questions and Answers" section.

Directory

1th Chapter Enterprize Organization Overview 1

Product Manager 2

Project Manager 3

Business Architect 3

Product Architect 3

Process Architect 4

Resource Manager 4

Team Leader 5

Team members 5

Working relationship 6

Functional Reporting Views 6

Project Report View 6

Organization of large projects, medium-sized projects, small projects, and maintenance projects 7

2nd Chapter Product Manager 9

Get 10 of product expenses

Responsible for the profit and loss of the product 10

Approve product plans that affect the overall success of the product 11

Resource Manager as a direct report person 11

As a product promoter 12

As the end of the escalation 12

Questions and Answers 13

Chapter 3rd Project Manager 18

Take responsibility for the project 18

Responsible for the operation of the project 20

Show leadership and drive things forward 21

No direct report 22.

Experience of applying recent projects 22

Defining project roles and responsibilities 23

Lead project planning Activities 23

Doing Project tracking 24

Using Project management best Practices 25

Manage risk management based on project Priorities 26

Communicate project status with executives and customers 27

Decentralization of decision-making to reasonable low-level staff 27

Facilitating customer Engagement 27

Encourage and support escalation 28

Implement effective change Control 28

Challenging traditional Thinking 29

Guiding Project members 29

Promotion of good working relationship 30

Keep Critical project documents 31

Questions and Answers 31

Chapter 4th Business Architect 45

Define the problem that the customer wants to solve (requirement) 46

Responsible for the business process direction of product design 46

No direct report 47.

Manage customer Expectations 47

Drive product content "to meet minimum Requirements" 49

Work closely with product architects, team leaders and project managers 49

is a catalyst for solving business-related issues 50

Conduct business process-related guidance to project members 51

Questions and Answers 51

5th. Product Architect 55

Responsible for providing technical solutions to customers ' problems--what to do and how to do it 56

As chairman of the Change Control Committee 56

No direct report 58.

Work closely with business architects, team leaders and project managers 58

Ensure acceptable technical processes and methods are defined and followed 59

is a catalyst for solving technology-related problems 59

Technology-related guidance to project members 60

Questions and Answers 60

6th. Process Architect 63

Defining or cropping a software development process 64

No direct report 65.

Manage project process design, documentation and measurement 65

Ensure that the project follows the correct process 66

is a catalyst for solving process-related problems 67

Process-related guidance to project members 67

Suggest or approve a measure of the selected activity 68

Questions and Answers 69

Chapter 7th Resource Manager 72

There's a direct report 72.

Employment and dismissal 74

Scheduling and allocating resources 75

Define the role and responsibilities of the direct reporting person 76

Help direct reporting to success 76

Decentralization of decision-making to reasonable low-level staff 77

Is the catalyst to solve the problem of the field 78

Assessing the performance of direct reporting 79

Provide remuneration and rewards to direct reporting persons 79

Providing career counseling and development 80

Creating an efficient working environment 81

Channels of communication as a company 81

Implementing company policies and practices 82

Management of logistics for direct reporting persons 82

Securing Future Job Opportunities 83

Questions and Answers 84

8th Team Leader 94

Responsible for the team 94

No direct report 96.

Assistant Resource manager for assignment 96

Lead the creation and tracking of team plans 96

Identify and track dependencies between plans 97

Working with business architects and product architects 98

Support Team members 98

Guidance on the quality of team deliverables 99

Notify Resource Manager 99

Support Project Tracking Meeting 100

Approve project documents that affect the team 100

Ensure definition and use of acceptable processes, methods and tools 101

Questions and Answers 102

9th. Team members 110

Responsible for assigned tasks 111

Routinely notify team leaders or supported people 112

Routine Notification Resource Manager 112

Support for Project members 113

Approve Project Document 113

Perform a role similar to a team leader in some cases 113

Questions and Answers 114

Chapter 10th organizing Large-scale projects 119

Functional Reporting Views 119

Resource Manager 120

Sector size 121

Sectoral Skills Group 121

Team leader and Sub-team leader 122

Support project management and other personnel 123

Project Report View 124

Questions and Answers 126

The 11th chapter organizes several projects 128

Functional reporting for 8 projects View 128

Project Management Office 130

Business Architect Office 131

Product Architect's Office 131

Sectoral Skills Group 131

Start a new project 132

Objectives of the multi-project organization 134

Questions and Answers 137

Chapter 12th organization of small projects 142

4 members of the project 143

10 members of the project 145

Questions and Answers 147

13th 150 organization of maintenance projects

General Maintenance Release 150

maintainability release = Item 151

Functional reporting views and project reporting views 151

Product Manager and Resource Manager 151

Project Manager 153

Business Architect 153

Product Architect 153

Process Architect 154

Team leaders and team members 154

Overlapping maintainability release 155

Emergency Repair 155

Post-Project Review 156

Questions and Answers 157

Chapter 14th Project Management Office 162

Provision of qualified project managers 163

Provide project management Consulting 164

Provide project management guidance 165

Create and maintain the project management process 166

Provides project management tools and Support 166

Conduct project orientation and culture training 167

Provide project planning and tracking support 169

Create and maintain Project command Center 170

Support Project Meeting 171

Assist Project Meeting 171

Prepare the project status report 172

Conduct Project Review 172

Implementation of post-project review and follow-up actions 173

Archive or summarize the post-project review 174

To ensure that new projects are applied already experience 175

Perform product reviews and follow-up actions 176

Provide support for contract proposals 177

Initiating Project Management Education 177

Retention and retrieval of item records 178

How to create a PMO 179

No risk of PMO 180

Are the PMO respected 181

Questions and Answers 182

Whether the 15th chapter is too "mild" 190

An example of overly mild behavior 191

Behavior to be avoided 192

Why do we often act too softly 198

Focus on the results, not the process 200

Act like you're running your own business. 201

Be a model for others 201

Are you ready to become a highly effective project manager? 202

Questions and Answers 202

16th. Reporting Process 210

What is the problem and what is escalation 211

Principles to be followed in reporting 211

Reporting is not a dirty word. 214

Escalation Example 1 216

Escalation Example 2 219

Questions and Answers 221

Chapter 17th other questions and Answers 226

Glossary 235

[Bibliography 20150309] Successful enterprise-level software project management: Best Practices for optimizing performance for flawless delivery