Project Management is the discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives.
#28597
Five Levels of Agile Planning: From Enterprise Product Vision to Team Stand-up 
Existing agile methods often focus on small, single-team projects and overlook the broader impact of large, multi-team and multi-year projects. This paper outlines a distinct planning framework that has been used successfully in large-scale agile software development projects and relies on five levels: product vision, product roadmap, release plan, sprint plan and daily commitment. Each of the five levels of planning addresses the fundamental planning principles: priorities, estimates and commitments. In this paper, the main agile principles are introduced, as well as the Lean principles upon which the agile methods are built. One of those Lean principles, Muri, or overburdening of people, is addressed through the extension of the agile planning process. The extension of the most used agile planning technique (iteration planning) is described in detail, both the motivation for the extension as well as the collaboration practices behind each planning level. In the final chapter, the impact of product complexities on the planning process is evaluated, and a solution to create a smooth flow in the planning/delivery cycle is presented.
Smits, Hubert. Rally Software Development (2007). Articles>Project Management>Agile
#28604
The purpose of this presentation is to learn how to plan Agile projects from product vision all the way to daily stand-up and to feel the effect when 100 people prioritize, estimate and commit the plans for a major delivery.
Tabaka, Jean and Hubert Smits. Rally Software Development (2006). Presentations>Project Management>Agile
#27637
Five Questions to Ask Your Web Development Team
As a client or manager responsible for a web development project you don't need to know anything about how a standards based web site is created. However you do need to know that your project is addressing these five important issues.
Allsopp, John. Western Civilization (2005). Articles>Web Design>Project Management>Standards
#23970
Five Ways to Get the Most from In-House Designers
Over the last two years, we've heard from increasing numbers of executives who want to bring interaction design in-house because they've realized how critical it is to product success. There are plenty of challenges involved in doing this, including hiring and training the right people. One of the challenges companies may not expect, though, is in deciding how to use those resources once they've been found.
Goodwin, Kim. Cooper Interaction Design (2003). Design>Project Management>Collaboration
#30353
Fixed Quotes and Broken Promises
How to tie down the details of a project and protect yourself from unexpected changes that can drag a 'peach project' into the 'pits of despair and financial ruin.'
Juillet, Christopher. Boston Broadside (1990). Articles>Project Management>Planning
#20066
Flowcharting Performance-Based Processes and Procedures 
This session distinguishes between analytical- and performance-based flowcharting of process and procedures. The session will present why, how, and when flowcharting is considered superior to text alone, along with defining flowcharts and symbols. The session distinguishes between processes and procedures and the various styles, formats, and trends that have developed historically primarily due to different origins, purposes, and technologies. The session also presents recommended standards for creating flowcharts, and addresses issues on tools, training, and trends.
Urgo, Raymond E. STC Proceedings (1995). Articles>Project Management>Planning>Workflow
#13571
The Four-Point Writing Project Success Guide
Have you ever worked on a truly awful writing project? Maybe you're working on one right now. Too often, what could be a simple project becomes a morass of shifting requirements, last-minute changes, and expanding scope. In almost one-hundred percent of such cases, however, a well-run writing project can negotiate the most challenging terrain.
Knowles, Michael. Write Thinking (2001). Design>Project Management>Writing
#22054
Any document has three distinct parts: front matter; text; and back matter and reference material.
#31745
Gantt to Glory: Evolving from Project Management to Successful Web Operations
Is the sheer possession of a PMP intended to be the Holy Grail of successful web projects, known to fail at a startling rate, or simply a way to divorce oneself from whatever outcome may result from the web project?
Podnar, Kristina. Content Wrangler, The (2008). Articles>Web Design>Project Management>Planning
#22044
Generating a site plan is an optimal approach to starting your site.
Tech-Writer (2001). Design>Web Design>Information Design>Project Management
#21503
A Gentle Introduction to Object-Oriented Programming
Object-oriented (OO) programming helps writers and programmers use real-world paradigms. By understanding some basic terminology of OO (classes, instances, and messages), the writer can feel more at ease with OO concepts. A glossary and suggestions for further reading are included.
Chacko, Rajah Y. STC Proceedings (1994). Articles>Project Management>Programming
#24249
Getting a Count: Recording Metrics in Documentation Plans
Most large documentation departments are already using some kind of a formal documentation project planning strategy. Many are modeled after the work of Dr. JoAnn Hackos, with information plans, content specifications, and/or documentation plans (Hackos, 1994) 1 . By carefully adjusting the look and feel of the planning documents, adding room for recording actual numbers at the completion of the project, managers can implement a metrics strategy that takes advantage of existing templates and piggy-backs on existing archiving and checkout procedures.
Romaine, Garret H. STC Proceedings (1999). Articles>Documentation>Project Management
#23849
Getting Creative With Specs: Usable Software Specifications
Building architects don’t have to think much about what the actual deliverables are to contractors and their clients, because their industry has traditions and standards for blueprints, balsa wood models, and computer-generated renderings. As user interface consultants, we have to think about this anew for every project.
Krause, Brian R. Boxes and Arrows (2003). Articles>Project Management>Standards
#19825
Getting Started on an Online Project with Cognetics’ Design Methodology
Many electronic documentation projects fail because usability and interface design are not included in the initial project definition and integrated into the process. The Cognetics Design Methodology is an approach to project planning that places the user at the center of the design. Whether you are just getting started on your first project or looking for ways to make your work better, the Cognetics Design Methodology can help you produce high quality work. This workshop will focus on the initial project definition steps, and is intended to give participants practical experience in the difficult task of getting a project off the ground.
Quesenbery, Whitney. STC Proceedings (1995). Articles>Project Management>Online
#28274
Getting Started with Performance Management
What are some ways to effectively track and manage a group’s performance? Wiley examines a way to do so using specific requirements designed to measure the success of an STC SIG.
Wiley, Ann L. Intercom (2006). Articles>Project Management>Collaboration>Methods
#30581
Many software projects that suffer a lingering death should have been canceled much earlier. Although it is hard to pull the plug on a project with a weak business case, failing to do so does throw good money after bad. Karl Wiegers gives some tips on decision making that can help you avoid this outcome. Karl also shows how to use decision points to keep a good project moving along.
Wiegers, Karl E. StickyMinds (2002). Articles>Project Management
#29404
Great Mistakes in Technical Leadership 
What follows is the abridged version of the list of mistakes I have assembled in this manner over the last thirteen years of watching Technical Leads get it wrong. It is my contention that if you can just avoid making these mistakes, you are well on your way to doing a good job as a Technical Lead.
Hacknot (2006). Careers>Project Management>Technology
#20787
A Guide for Software Project Managers - Planning User Documentation
A Guide to the Project Management Body of Knowledge (PMBOK® Guide)–2000 Edition is the main sourcebook in the project management field. Whilst it covers Project Communications Management, it doesn't extend to user documentation. This article seeks to provide guidance for project managers as to how the user documentation process fits in with the overall project planning. It examines: the traditional way documentation is approached and how it impinges on project planning the effects of making changes to this traditional approach.
Johnston, Carol. Cherryleaf (2003). Articles>Documentation>Project Management>Body of Knowledge
#10220
Handling Tough Situations: The Short Method
We discussed how to buy time when you are assaulted by an unpleasant surprise. Our argument was that few people respond well to challenging situations unless they have some time to prepare. Therefore, whenever you can, you should divide the task into four distinct phases: (1) minimal immediate response, (2) preparation, (3) problem-solving discussion, and (4) follow-through. Unfortunately, some situations don't let you postpone a full discussion. For such cases, you need the 'short method,' which condenses phases 1-3.
Reimold, Cheryl. IEEE PCS (2000). Careers>Collaboration>Project Management
#30460
Hello, My Name is Doug and I'm a Workaholic
It's important to be able to distinguish between workaholics and people who are simply wrapped up in their work--either because they enjoy it so much or because, temporarily, they have decided to make it a priority to win a promotion or attain the kind of lifestyle that they want. For a workaholic, work is the end, not the means. While it may bring wealth or power, what matters most is simply working. Just as alcoholics drink because they must--not always because they enjoy it--so a workaholic is addicted to working even when there is no rational reason for doing so.
Davis, Douglas W. STC (2007). Careers>Workplace>Project Management
#29336
The Hidden Relationship Between Project Managers and Technical Writers
Want to know the secret to better quality documentation and improved software design? Will Kelly outlines how the key is an effective relationship between project managers and technical writers.
Kelly, William T. TechRepublic (2003). Articles>Collaboration>Project Management>Technical Writing
#23384
Quality Systems (QS) have become essential for (inter-)national competition. Companies spend large amounts of money for 'measuring' quality defined by national and international standards. Quality, however, is a value, and like creeds and ideologies values cannot be measured with scientific exactness and are difficult to control. Total Quality Management (TQM) and other standardized concepts take that idealistic dimension into account. Certification according to ISO 9000, for instance, covers only about 50% of a TQM implementation.
Bock, Gabriele. TC-FORUM (1998). Articles>Project Management>Quality>Standards
#30195
High-Cost Usability Sometimes Makes Sense
Computing the net present value (NPV) lets you estimate the most profitable level of usability investment. For big projects, expensive usability can pay off.
Nielsen, Jakob. Alertbox (2007). Articles>Usability>Project Management>Planning
#28606
In this offbeat presentation, Jean compares the impediments and obstacles encountered by an Agile mentor with those detailed in Homer's classical reference. Through the presentation and dialogue, you will discover who plays which classical roles in an organization's effort to adopt Agile practices: Cyclops, the Sirens, Poseidon, Circe, Cicones, the Lotus-Eaters, and even the good-and-faithful dog Argus.
Tabaka, Jean. Rally Software Development (2006). Articles>Project Management>Agile
#27856
How to Plan Manpower on a Web Team
Just how many people does it take to properly manage a website? It depends on the website. Shane Diffily explains how to figure it out.
Diffily, Shane. List Apart, A (2006). Design>Web Design>Project Management>Collaboration
