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