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Customer Success Testimonial: Recovery is Everything

Reader poll

Q1. What is the main kind of project you are working on now?

a. New application developments
b. Significant updates to existing applications
c. Maintenance and minor updates to existing applications
d. Integration across multiple applications
e. Development of Web front-ends onto new or existing software

Q2. What is your role on the project?

a. Project or programme manager
b. Enterprise or technical architect/designer
c. Tester or integration role
d. Quality or configuration management
e. Other project role (please state)

Q3. What kind of development structure are you working within?

a. Formalised, using structured methodologies
b. Formalised, working with Agile methodologies
c. A combination of the above
d. No particularly formalised structure
e. Other (please state)

Q4. What kind of management approach/relationship is prevalent?

a. There is an excellent collaboration between managers and developers, on a peer to peer basis
b. Management is centralised but there is a good relationship between managers and developers
c. Management is very much command and control, developers are told what to do
d. Developers tend to manage their own activities with management playing an overseeing role
e. There is very little management visibility, developers are responsible for planning and delivery
f. Other (please state)

Q5. Which of the following measures do you use as your primary development metrics?

a. Lines of code produced
b. Effort necessary/used (person days)
c. Tests completed
d. Quantity of code tested (code coverage)
e. Requirements implemented
f. Bugs to be dealt with/fixed
g. Functional units delivered
h. Other (please state)

Q6. How much would you agree with the following statements?

5
Agree Strongly
4
3
2
1
Disagree Strongly
We deliver software on time and to budget
All software is at a high level of quality prior to delivery
There is a high level of communication within the project team
All developers and staff are fully aware of project timescales
There is a great level of motivation within the team
The metrics and measures we use are appropriate and useful

Q7. Do you have any comments or anecdotes you'd like to share?

Regcast training : Hyper-V 3.0, VM high availability and disaster recovery

Latest Comments

Rule 1 is wrong!!!! Is Right

Having played the role of both PM and customer in a few large and small scale development efforts for a large North American exchange, I know that rule one is know the source of the requirements and to consult with them often. Negotiating deliverables and setting expectations is the only way to deliver a product that will make the customer happy. When possible have the developers meet with the source to ask questions and better understand the mission and goal of the project. Let the Operations crew have a peak at what's coming down the pike and get some requirements from them too.

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Project Management and Prince 2

AC asked "May I ask what you dislike about prince2? Never used it, only heard of it recently."

Well, it's top heavy for most projects, it mandates too much paperwork (have a look at the templates at http://www.prince-officialsite.com/nmsruntime/saveasdialog.asp?lID=1284&sID=455) but not most of the paperwork that a proper software development project needs (that is OK if top management realises that it was not intended to tell you what domain-specific documentation you need, but top management types are often too thick to understand that), any project management method that requires 45 little processes grouped into 8 big processes and appears to have no dataflow from any other big process (not even the project startup process) into the planning process is obviously crazy, it tends to encourage senior management to think that they can know what products are required and what it will cost to develop them before any real design work or research has been done, it has "scalability" based on advice as to which bits of it are likely to be useful for your project but the advice is such that it often leads to what's known as PINO (Prince In Name Only) projects, and Prince 2 is the mechanism mandated by our government which has been used to manage every government IT catastrophe since 1996. But the best way to understand it is read the APM websites http://www.prince-officialsite.com/ and http://www.apmgroup.co.uk/PRINCE2/PRINCE2Home.asp and maybe the OMG prince website too, perhaps look at wikipedia first (note that I'm only suggesting that you look at websites written by Prince2 advocates) and then get trained on it - and I believe that after you have done that, if you are any good you will realise that this can't be the right way to manage a software development project.

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Rule # 1 - What About...

"Enable your developers to work in a manner that makes them most productive."

Too many times in my career I have had to deal with managers who believe the only way to get work done is to do it the way they would. I don't just mean using the same methods, but the same work process habits. Some people can sit there for hours and crank out work continuously. Others work in "brilliant flashes followed by long blackouts." (that's a phrase one of my best managers used to use -- I loved working for him.)

A good manager will recognize the difference in how people work and enable them to work that way. If that means getting the employee access to the building from 7am to 9pm every day, so be it. If it means running interference when another employee says "He only put 4 hours of work in today, that's not fair!" so be it. Hours worked != work done.

- John

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