Index
A
Actual cost of work preformed (ACWP), 110
Agile software development process
Bank on the Verge: Case Study, 176, 183
Managing Global Software Development at FibOptia: Case Study, 332, 337
Algorithmic (model-based) estimation decision approaches for PEAK, 72
Aligning process objectives with business goals, 170
Allocating overhead, 69
ARCEP (Autorité de Régulation des Communications Électroniques des Postes), 313
Bank on the Verge: Case Study, 187
California bridge problem, 12
change requests, 35
managing global development, 328
managing plans, 97
managing process, 173
managing stakeholder expectations, 288
New Technology—Is It Always the Best?: Case Study, 157
On Time, Within Budget, but Wrong: Case Study, 51
PEAK decision-making model, 6
people interactions, 255
schedules, 145
SEWeb and Russoft Technologies: Case Study, 221
To Replan or Not to Replan?: Case Study, 123
when a team runs a race, 90
Assumptions
Bank on the Verge: Case Study, 186
California bridge problem, 11
change requests, 34
estimating cost, 74
estimating quality, 76
estimating schedule, 76
estimating scope, 75
estimation decision approaches for PEAK, 73
managing global development, 327
managing plans, 96
managing process, 173
managing stakeholder expectations, 286
New Technology—Is It Always the Best?: Case Study, 157
PEAK decision-making model, 6
schedules, 145
SEWeb and Russoft Technologies: Case Study, 220
software test rerun problem, 9
To Be or Not to Be: A Sense of Urgency at TestBridge: Case Study, 254
To Replan or Not to Replan?: Case Study, 122
ATM (automatic teller machine), Bank on the Verge: Case Study, 177
ATRAM project, Damn the Process, Full Speed Ahead: Case Study, 191
Attributes. See Quality attributes; Software quality attributes
Automatic teller machine (ATM), Bank on the Verge: Case Study, 177
Autorité de Régulation des Communications Électroniques des Postes (ARCEP), 313
B
Bank on the Verge: Case Study, 175-188
BCWP (budgeted cost of work performed). See Earned value (EV)
BCWS (budgeted cost of work scheduled). See Planned value (PV)
Bias, estimation bias, 84
Bottom-up resource allocation, managing estimates, 69
Brake feedback monitor (BMF), 149
Bridge problem case study, 10
contract elements, 31
customer expectations, 272
decisions to make when establishing requirements, 25
decisions to make when managing requirements change and scope, 36
decisions to make when managing software project plans, 103
estimating, 73
guidelines when making decisions about project plans, 107
Managing Plans Is in the Details: Case Study, 133
SEWeb and Russoft Technologies: Case Study, 201-222
software project planning, 99
To Replan or Not to Replan?: Case Study, 109-125
tracking, controlling and estimating, 102
Budgeted cost of work performed (BCWP). See Earned value (EV)
Budgeted cost of work scheduled (BCWS). See Planned value (PV)
Budget planning, managing plans, 101
aligning process objectives with, 170
decisions when establishing requirements, 24
On Time, Within Budget, but Wrong: Case Study, 54-65
Business objectives, aligning requirements with, 23
Buy-in from rank-and-file engineers, Bank on the Verge: Case Study, 175-188
C
Calendar synchronization, 309
California Bridge Problem: Case Study, 10
Case studies
Bank on the Verge, 175-188
California Bridge Problem, 10
Damn the Process, Full Speed Ahead, 189-193
Data-Processing Problem, 14-17
Estimation as a Tool, 78-83
Falcon Edutainment and the RiskSim Project, 223-231
Friend or Foe at Hanover-Tech, 258-264
Globally Distributed Team: FibreNet Project, 311-330
Managing Global Software Development at FibOptia, 330-341
Managing Plans Is in the Details, 125-137
New Account Project at HBC, 39-54
New Technology—Is It Always the Best?, 147-159
On Time, Within Budget, but Wrong, 54-65
SEWeb and Russoft Technologies, 201-222
Software Test Rerun Problem, 7-10
TCP enhancements at Gigaplex Systems, 275-292
To Be or Not to Be: A Sense of Urgency at TestBridge, 243-257
To Replan or Not to Replan?, 109-125
Tough Sell at Henkel Labs, 292-304
Unfamiliar Legacy Code Problem, 12
When a Team Runs a Race, 84-91
Why is This Product Wrong?, 159-165
estimates, 70
New Technology—Is It Always the Best?: Case Study, 147-159
Changes in requirements
about, 33-37
defined, 22
Changes to process midstream, 169
Changes to project plans, managing in midstream, 102
Client expectations, TCP Enhancements at Gigaplex Systems: Case Study, 275-292
Collaboration
Globally Distributed Team: FibreNet Project: Case Study, 311-330
global software development, 305
Managing Global Software Development at FibOptia: Case Study, 330-341
Communications
with customer stakeholder, 270
Friend or Foe at Hanover-Tech: Case Study, 258-264
Globally Distributed Team: FibreNet Project: Case Study, 311-330
importance of, 233
Managing Global Software Development at FibOptia: Case Study, 330-341
managing people interactions, 233-265
stakeholder interactions, 234
To Be or Not to Be: A Sense of Urgency at TestBridge: Case Study, 243-257
Tough Sell at Henkel Labs: Case Study, 292-304
Communications about risk, 195, 200, 223-231
Communication style, influencing people interactions, 237
Compensation, To Be or Not to Be: A Sense of Urgency at TestBridge: Case Study, 243-257
Conceptual design of a solution, managing estimates, 69
Cone of uncertainty, when a team runs a race, 70
Configuration management, activities in managing product, 142
Conflict management, interactions between project stakeholders, 236
Connectionless communication, defined, 314
Conquer (bottom-up resource allocation), managing estimates, 69
Consistency, decisions to make when eliciting and stating requirements, 27
Context situation, influencing people interactions, 237
Contingencies, contract elements, 31
Contracting requirements
about, 30-33
defined, 22
Controlling
budgets, 102
quality assurance, 142
risk, 199
Conversion projects, 295, 298, 300
contract elements, 31
customer expectations, 272
decisions to make when establishing requirements, 25
decisions to make when managing requirements change and scope, 36
estimating, 73
key concepts, 144
managing process, 173
risk management, 197
stakeholders’ point of view, 3
Cost performance index (CPI)
defined, 111
To Replan or Not to Replan?: Case Study, 118
Coverage, decisions to make when eliciting and stating requirements, 27
Criteria, for verification and validation, 29, 38
Cultural challenges, Globally Distributed Team: FibreNet Project: Case Study, 311-330
Cultural differences, Globally Distributed Team: FibreNet Project: Case Study, 323
Culture, tradition and mores, influencing people interactions, 237
Customer communications
managing stakeholder expectations, 270
SEWeb and Russoft Technologies: Case Study, 201-222
Customer expectations
Falcon Edutainment and the RiskSim Project: Case Study, 223-231
TCP Enhancements at Gigaplex Systems: Case Study, 275-292
Customers. See also Stakeholders
On Time, Within Budget, but Wrong: Case Study, 54-65
stakeholder expectations, 268, 271
types of, 271
Customer satisfaction, factors in, 274
Customer-user-manager entity, 268
Customer-user-team-boss entity, 268
CyCorp, TCP Enhancements at Gigaplex Systems: Case Study, 275-292
D
Damn the Process, Full Speed Ahead: Case Study, 189-193
Data-Processing Problem: Case Study, 14-17
managing decisions, 1-18
managing estimates, 67-92
managing global development, 305-342
managing people interactions, 233-265
managing plans, 93-138
managing process, 167-194
managing product, 139-165
managing requirements, 19-66
managing risk, 195-232
managing stakeholder expectations, 267-305
PEAK decision model, 4-7
Defecting customers, 271
Defining
process, 170
products, 142
project objectives, 100
contract elements, 31
defined, 23
validating, 37
Delivery, products, 141
Delivery schedules, When a Team Runs a Race: Case Study, 84
Department of Defense (DoD), On Time, Within Budget, but Wrong: Case Study, 54
Desirement, customer expectations, 272
Developers, stakeholder expectations, 268
Development, products, 141
Development management, activities in managing, 142
Directness, personality styles, 240
Disclaimers, contract elements, 31
Distributed software development, 306
Divide (element-wise decomposition), managing estimates, 69
DoD (Department of Defense), On Time, Within Budget, but Wrong: Case Study, 54
E
Earned value (EV), defined, 111
Efficiency, managing process, 172
Element-wise decomposition, managing estimates, 69
Eliciting requirements, 21, 25
Employee compensation, To Be or Not to Be: A Sense of Urgency at TestBridge: Case Study, 243-257
Employee motivation, To Be or Not to Be: A Sense of Urgency at TestBridge: Case Study, 243-257
Engineering. See Software
Environment, influencing people interactions, 237
Establishing requirements
about, 23
defined, 21
Estimates, 67-92
case studies about, 77-91
change management, 70
construction, 70
defined, 68
global software development, 307
quality, 76
scope, 74
SEWeb and Russoft Technologies: Case Study, 201-222
Estimation as a Tool: Case Study, 78-83
Estimation bias, When a Team Runs a Race: Case Study, 84
EV (earned value), defined, 111
Evaluating
process performance, 171
process results, 169
project plans, 106
ExecSoft, Falcon Edutainment and the RiskSim Project: Case Study, 223-231
Execution, managing process, 169
Expectations
Falcon Edutainment and the RiskSim Project: Case Study, 223-231
influencing people interactions, 237
stakeholders, 257, 267-305, 309
To Be or Not to Be: A Sense of Urgency at TestBridge: Case Study, 243-257
F
Face-to-face communications, global software development, 316
Factor influence analysis, upcoming communications, 241
Falcon Edutainment and the RiskSim Project: Case Study, 223-231
Faster-paced personalities, 240
Fault tolerance, defined, 190
Fiber-optic communications, Globally Distributed Team: FibreNet Project: Case Study, 312
FibOptia case study, 330-341
FibreNet Project case study, 311-330
Field service, activities in managing product, 143
Formats, decisions to make when eliciting and stating requirements, 28
FTTH (fiber to the home), 313, 319
Functional requirements
decisions to make when eliciting and stating requirements, 27
decisions to make when establishing requirements, 24
defined, 20
G
Gantt chart, To Replan or Not to Replan?: Case Study, 114
Geographical Information System (GIS), defined, 55
Geographical Navigational Satellite System (GNSS), defined, 55
Gigaplex Systems Case Study, 275-292
GIS (Geographical Information System), defined, 55
Global development projects, managing, 305-342
Globally Distributed Team: FibreNet Project: Case Study, 311-330
Global positioning system (GPS), On Time, Within Budget, but Wrong: Case Study, 54
Global software development, defined, 305
GNSS (Geographical Navigational Satellite System), defined, 55
Goals. See also Business goals; Business objectives; Project objectives
influencing people interactions, 237
Goal setting, To Be or Not to Be: A Sense of Urgency at TestBridge: Case Study, 243-257
GPS (global positioning system), On Time, Within Budget, but Wrong: Case Study, 54
Greenfield development, defined, 148
Guardedness, personality styles, 240
H
Hamilton Banking Corporation (HBC), new account project case study, 39-54
Henkel Labs Case Study, 292-304
Historical data, estimation decision approaches for PEAK, 72
Hostages (customer type), 271
I
Identifying, risks, 199
Incremental software release, defined, 313
Indirectness, personality styles, 240
Information technology (IT), New Account Project at HBC: Case Study, 40
In-person meetings, 307, 309, 318, 325, 327
Inputs to PEAK decision-making model
about, 6
California bridge problem, 11
data-processing problem, 16
software test rerun problem, 9
unfamiliar legacy code problem, 14
Installation, activities in managing, 142
Interaction size, influencing people interactions, 237
Internet communications protocols, 281
Internet protocol (IP), 313
IT (information technology)
New Account Project at HBC: Case Study, 40
To Replan or Not to Replan?: Case Study, 110
Iterative software development, defined, 313
L
Leadership, interactions between project stakeholders, 236
Legacy Code Problem: Case Study, 12
Legal issues, decisions to make when establishing requirements, 25
Life-cycle development, Bank on the Verge: Case Study, 175-188
Loaded cost, defined, 85
Loyal customers, 271
M
customer expectations, 223-231, 272
decisions, 1-18
estimates, 67-92
expectations, 258-264
global development, 305-342
people interactions, 233-265
perceptions, 271
plans, 93-138
process, 167-194
product, 139-165
risk, 195-232
stakeholder expectations, 267-305
stakeholder relationships, 258-264
Managing Global Software Development at FibOptia: Case Study, 330-341
Managing Plans Is in the Details: Case Study, 125-137
Managing requirements, defined, 20
MDSD (model-driven software development), verifying and validating requirements, 29
Measuring, process, 171
Mercenaries (customer type), 271
Metrics, defined, 79
Milestone planning, managing plans, 100
Milestones
defined, 98
guidelines when making decisions about project plans, 106
Mitigating risk, 199
Model-based estimation decision approaches for PEAK, 72
Model-driven software development (MDSD), verifying and validating requirements, 29
Models. See also PEAK decision-making model
stakeholder expectations model, 2
Motivation
influencing people interactions, 237
To Be or Not to Be: A Sense of Urgency at TestBridge: Case Study, 243-257
N
Negotiating requirements
about, 30-33
defined, 22
Negotiations
between project stakeholders, 236
To Be or Not to Be: A Sense of Urgency at TestBridge: Case Study, 243-257
Tough Sell at Henkel Labs: Case Study, 292-304
New Account Project at HBC: Case Study, 39-54
New Technology—Is It Always the Best?: Case Study, 147-159
Non-functional requirements
decisions to make when eliciting and stating requirements, 27
decisions to make when establishing requirements, 24
defined, 20
On Time, Within Budget, but Wrong: Case Study, 60
O
Objectives. See also Business objectives; Project objectives
influencing people interactions, 237
Object-oriented (OO)
Bank on the Verge: Case Study, 182
defined, 148
Offshore development
SEWeb and Russoft Technologies: Case Study, 201-222
Tough Sell at Henkel Labs: Case Study, 292-304
On Time, Within Budget, but Wrong: Case Study, 54-65
OO (object-oriented)
Bank on the Verge: Case Study, 182
defined, 148
Openness, personality styles, 240
Open System Interconnection (OSI) Reference Model, 313
Outputs to PEAK decision-making model
about, 6
California bridge problem, 12
data-processing problem, 16
software test rerun problem, 9
unfamiliar legacy code problem, 14
Outsourcing, 306
Overhead, allocating, 69
P
Packet-switched network, defined, 314
about, 4-7
California bridge problem, 11
change requests, 34
data-processing problem, 16
Estimation as a Tool: Case Study, 82
managing estimates, 72
managing global development, 326
managing plans, 95
people interactions, 253
product management, 140
risk management, 196
schedules, 145
software test rerun problem, 8
unfamiliar legacy code problem, 13
People interactions
global software development, 309
managing, 233-265
People-oriented personalities, 240
Perceptions
stakeholders, 271
When a Team Runs a Race: Case Study, 84
Personality, influencing people interactions, 237, 239
Phone Switch Customer Service (PSCS), 163
Planned value (PV), defined, 112
Plans. See also Software project plans; Software release plans
budget planning, 101
defined, 93
Globally Distributed Team: FibreNet Project: Case Study, 311-330
global software development, 308
managing, 93-138
PEAK decision-making model, 95
schedule planning, 101
SEWeb and Russoft Technologies: Case Study, 201-222
staffing and other resource planning, 101
task and milestone planning, 100
types of, 94
The Platinum Rule: Discover the Four Basic Business Personalities and How They Can Lead You to Success, 240
Policy. See Project policies
Price, customer expectations, 273
“Price is no object,” 143
Priorities
estimating scope, 75
for stakeholders when negotiating or contracting requirements, 32
Process, 167-194. See also Decision-making; PEAK decision-making model
activities of process management, 169
as a necessary evil, 170
case studies about, 174-193
contract elements, 31
Damn the Process, Full Speed Ahead: Case Study, 189-193
decisions to make when eliciting and stating requirements, 28
decisions to make when establishing requirements, 25
decisions to make when managing requirements change and scope, 36
decisions to make when negotiating or contracting requirements, 33
decisions to make when validating software project deliverables, 38
decisions to make when verifying and validating requirements, 30
defined, 167
global software development, 308, 310
making decision about, 172
Managing Global Software Development at FibOptia: Case Study, 330-341
managing stakeholder expectations, 270
PEAK decision-making model, 168
product management, 143
software project planning, 99
stakeholder expectations model, 2
versus product issues, 160
Why Is This Product Wrong?: Case Study, 159-165
Process improvement, defined, 169
Process management
Bank on the Verge: Case Study, 175-188
Damn the Process, Full Speed Ahead: Case Study, 189-193
global software development, 308
Managing Global Software Development at FibOptia: Case Study, 330-341
managing stakeholder expectations, 270
Product definition, activities in managing, 142
Product delivery, 141
activities in managing, 142
process involvement with, 189
Product development, PEAK inputs, 140
Productivity numbers, defined, 79
Product-line development
activities in managing, 142
New Technology—Is It Always the Best?: Case Study, 147-159
Product management
defined, 140
New Technology—Is It Always the Best?: Case Study, 147-159
PEAK decision-making model, 140
process, 143
Why Is This Product Wrong?: Case Study, 159-165
Products. See also Software products
managing, 139-165
Product support, PEAK inputs, 141
Product versus process issues, 160
Project cost. See Cost
managing decisions, 1-18
managing estimates, 67-92
managing global development, 305-342
managing people interactions, 233-265
managing plans, 93-138
managing process, 167-194
managing product, 139-165
managing requirements, 19-66
managing risk, 195-232
managing stakeholder expectations, 267-305
Project estimation. See Estimates
Project management. See also Managing; Project decision-making
global software development, 310
Tough Sell at Henkel Labs: Case Study, 292-304
Project management area, project plan information, 98
Project management data and metrics, Managing Plans Is in the Details: Case Study, 125-137
contract elements, 31
managing plans, 100
Project organization, decisions to make when managing software project plans, 103
Project planning, SEWeb and Russoft Technologies: Case Study, 201-222
Project plans. See also Software project plans
decisions to make when managing software project plans, 109-125
guidelines when making decisions about project plans, 105
Managing Plans Is in the Details: Case Study, 125-137
To Replan or Not to Replan?: Case Study, 109-125
Project policies, business planning, 100
Project quality. See also Quality; Software quality
decisions to make when managing software project plans, 104
Project replanning
decisions to make when managing software project plans, 105
To Replan or Not to Replan?: Case Study, 109-125
Project risks. See also Risk
decisions to make when managing software project plans, 104
PEAK decision model, 196
To Replan or Not to Replan?: Case Study, 109-125
Projects. See also Software projects
defined, 93
tracking, 105
Project schedules. See Delivery schedules; Schedules
Project scope. See also Scope
managing plans, 100
Project staffing. See Staffing
Project status, tracking, 134
Project tracking. See Tracking
Project vital signs, 106
PSCS (Phone Switch Customer Service), 163
Pulse points, projects, 106
PV (planned value), defined, 112
Q
QoS (quality of service), Globally Distributed Team: FibreNet Project: Case Study, 312-337
Quality. See also Software quality; Software quality attributes
Bank on the Verge: Case Study, 175-188
cone of uncertainty, 71
customer expectations, 273
Damn the Process, Full Speed Ahead: Case Study, 189-193
decisions to make when managing requirements change and scope, 36
estimating, 76
issues in product management, 143
New Technology—Is It Always the Best?: Case Study, 147-159
process, 172
risk management, 197
software development process as a quality filter, 168
Quality assurance, activities in managing, 142
Quality attributes. See also Software quality attributes
defined, 139
Why Is This Product Wrong?: Case Study, 159-165
Quality of service (QoS), Globally Distributed Team: FibreNet Project: Case Study, 312-337
R
Radio frequency identification (RFID), On Time, Within Budget, but Wrong: Case Study, 54
Rational Unified Process (RUP), defined, 39, 332, 337
Real-time software systems, response expectations, 26
Redundancy, defined, 190
References, 343-354
Relationship management, interactions between project stakeholders, 236
Remote software development teams, 306
Renaissance Project, To Replan or Not to Replan?: Case Study, 114
Replanning projects
about, 94
decisions to make when managing software project plans, 105
To Replan or Not to Replan?: Case Study, 109-125
Requirements, 19-66
case studies about, 7-17
Falcon Edutainment and the RiskSim Project: Case Study, 223-231
global software development, 307
managing activities, 21
managing change and scope, 22, 33-37
negotiating and contracting, 22, 30-33
SEWeb and Russoft Technologies: Case Study, 208
understanding for managing estimates, 69
validating deliverables to requirements, 23, 37
verifying and validating, 22, 28
Requirements definition, defined, 20
Requirements engineering, defined, 20
Requirements management
defined, 20
SEWeb and Russoft Technologies: Case Study, 201-222
Resource allocation. See also Budget; Schedules; Shared resources; Staffing
decisions to make when managing software project plans, 103
guidelines when making decisions about project plans, 107
Managing Plans Is in the Details: Case Study, 133
tradeoffs when managing risk, 200
Resource planning, managing plans, 101
Reuse, defined, 148
RFID (radio frequency identification), On Time, Within Budget, but Wrong: Case Study, 54
Risk. See also Assumed risk
activities in managing, 198
decisions to make when negotiating or contracting requirements, 33
decisions to make when verifying and validating requirements, 30
Falcon Edutainment and the RiskSim Project: Case Study, 223-231
global software development, 309
identifying, 199
managing, 195-232
mitigating, tracking and controlling, 199
PEAK decision-making model, 6, 196
SEWeb and Russoft Technologies: Case Study, 201-222
software project planning, 99
RiskSim Project and Falcon Edutainment case study, 223-231
Risk statement formulation, 199
Roles, stakeholders when negotiating and contracting requirements, 32
RUP (Rational Unified Process), defined, 332
Russoft Technologies and SEWeb case study, 201-222
S
SA (Selective Availability), defined, 56
SAP software, To Replan or Not to Replan?: Case Study, 109
Schedule performance index (SPI)
defined, 112
To Replan or Not to Replan?: Case Study, 118
Schedule planning, managing plans, 101
Schedules. See also Delivery schedules
contract elements, 31
customer expectations, 273
decisions to make when establishing requirements, 25
decisions to make when managing requirements change and scope, 36
decisions to make when managing software project plans, 103
estimating, 75
guidelines when making decisions about project plans, 107
Managing Plans Is in the Details: Case Study, 133
process, 172
product management, 144
To Replan or Not to Replan?: Case Study, 109-125
tracking, controlling and estimating, 102
Scope. See also Project scope
cone of uncertainty, 71
customer expectations, 272
estimating, 74
risk management, 196
Scope creep, change requests, 35
Scrum, defined, 277
Selecting, process, 170
Selective Availability (SA), defined, 56
Self management, interactions between project stakeholders, 236
Separation, of stakeholders, 30
Service. See also Field service; Software service
about, 143
SEWeb and Russoft Technologies: Case Study, 201-222
Shared resources, Managing Plans Is in the Details: Case Study, 125
Sharing information, Globally Distributed Team: FibreNet Project: Case Study, 311-330
Short time frame, SEWeb and Russoft Technologies: Case Study, 201-222
Simulation/training sector, Falcon Edutainment and the RiskSim Project: Case Study, 223-231
Slack time, defined, 112
Slower-paced personalities, 240
Small budget, SEWeb and Russoft Technologies: Case Study, 201-222
Software. See also Agile software development process
decision-making model, 5
defined, 97
global software development, 305
iterative software development, 313
V model of software development, 314
Software artifacts, defined, 97
Software development process, as a quality filter, 168
Software estimates, defined, 68
Software evolution, quality attributes, 26
Software products. See also Products
defined, 97
Software professionals, knowledge of decision-making process, 2
Software project deliverables. See also Deliverables
defined, 97
validating, 37
Software project manager, stakeholder expectations, 268
Software project plans. See also Plans
about, 98
Software projects. See also Project decision-making
defined, 98
risk, 196
DoD definition, 56
software attributes, 20
Software quality attributes. See also Quality attributes
about, 20
DoD definition, 56
On Time, Within Budget, but Wrong: Case Study, 60
software evolution, 26
software quality, 20
about, 26
On Time, Within Budget, but Wrong: Case Study, 56
Software service, defined, 98
Software Test Rerun Problem; Case Study, 7-10
SPI (schedule performance index)
defined, 112
To Replan or Not to Replan?: Case Study, 118
contract elements, 31
decisions to make when establishing requirements, 25
decisions to make when managing software project plans, 103
guidelines when making decisions about project plans, 107
Managing Plans Is in the Details: Case Study, 133
planning, 101
To Replan or Not to Replan?: Case Study, 109-125
communications about risk, 200, 223-231
communication with, 233
decisions to make when managing requirements change and scope, 36
decisions to make when managing software project plans, 103
decisions to make when negotiating or contracting requirements, 32
decisions to make when validating software project deliverables, 38
decisions to make when verifying and validating requirements, 29
defined, 267
eliciting and stating requirements, 25
establishing requirements, 23
expectations, 257, 267-305, 309
Friend or Foe at Hanover-Tech: Case Study, 258-264
managing expectations, 267-305
model of expectations, 2
New Account Project at HBC: Case Study, 39-54
perceptions, 271
product management decisions, 148
separation of, 30
software project plans, 99
Storing information, Globally Distributed Team: FibreNet Project: Case Study, 311-330
Subplans, creating and working with, 134
Subprojects, guidelines when making decisions about project plans, 107
Support, products, 141
T
Task-oriented personalities, 240
Task planning, managing plans, 100
Tasks
defined, 98
guidelines when making decisions about project plans, 106
TCP Enhancements at Gigaplex Systems: Case Study, 275-292
Teaching process, 171
Team morale, TCP Enhancements at Gigaplex Systems: Case Study, 275-292
Team organization, TCP Enhancements at Gigaplex Systems: Case Study, 275-292
Teams, remote or virtual software development, 306
Testability, decisions to make when eliciting and stating requirements, 27
TestBridge case study, 243-257
Three-Tech consulting company, 161
Threshold of success, risk management, 198
contract elements, 31
decisions to make when establishing requirements, 25
decisions to make when managing requirements change and scope, 36
estimating, 75
risk management, 197
SEWeb and Russoft Technologies: Case Study, 201-222
slack time, 112
Time separation, Globally Distributed Team: FibreNet Project: Case Study, 323
To Be or Not to Be: A Sense of Urgency at TestBridge: Case Study, 243-257
To Replan or Not to Replan?: Case Study, 109-125
Tough Sell at Henkel Labs: Case Study, 292-304
budgets and schedules, 102
project plans, 105
projects, 109-125
project status, 134
risk, 199
SEWeb and Russoft Technologies: Case Study, 201-222
Tradition, culture and mores, influencing people interactions, 237
Training, activities in managing product, 143
Training/simulation sector, Falcon Edutainment and the RiskSim Project: Case Study, 223-231
Transmission Control Protocol (TCP), 277, 281
Trust
managing global development, 309, 321, 322, 325, 336, 339
TCP Enhancements at Gigaplex Systems: Case Study, 283, 291
U
UDP (User Datagram Protocol), 277
Unfamiliar Legacy Code Problem: Case Study, 12
Unified Modeling Language (UML), 39, 332
Unknowns in requirements, identifying and resolving, 29
Use cases, New Account Project at HBC: Case Study, 41
User Datagram Protocol (UDP), 277
Users, stakeholder expectations, 268
V
Validating
deliverables to requirements, 23, 37
process, 171
Verifying
process, 171
Virtual software development teams, 306
Vital signs, projects, 106
V model of software development, defined, 314, 332
VoIP (voice over packet-switched IP), 314
W
Wabash Project for Transport, 149
Warranties, contract elements, 31
Washington Transit Authority (WTA) project, 79
Web-based system development, SEWeb and Russoft Technologies: Case Study, 204, 207
When a Team Runs a Race: Case Study, 84-91
Why Is This Product Wrong?: Case Study, 159-165
Work planning, software project plans, 99
WTA (Washington Transit Authority) project, 79