7.8.10

Survival Guide Checklist

Below is a very useful checklist (test) for a software project from the book “Software Project Survival Guide” of Steve McConnell. You can also find an excel version of this survival test on the webpage of the book.

Survival Test

Give the project 3 points for each "yes" answer. Give the project partial credit if you feel that is most accurate—for example, give it 2 points for "probably" and 1 point for "kind of, but not really." If the project is in the early stages, answer the questions based on the project plans. If the project is well underway, answer the questions based on what has actually happened on |the project. The section following the test explains how to interpret the score.


Requirements
1.  ____  Does the project have a clear, unambiguous vision statement or mission statement?
2.  ____  Do all team members believe the vision is realistic?
3.  ____  Does the project have a business case that details the business benefit and how the benefit will be measured?
4.  ____  Does the project have a user interface prototype that realistically and vividly demonstrates the functionality that the actual system will have?
5.  ____  Does the project have a detailed, written specification of what the software is supposed to do?
6.  ____  Did the project team interview people who will actually use the software (end users) early in the project and
               continue to involve them throughout the project?
7.  ____  Does the project have a detailed, written Software Development Plan?
8.  ____  Does the project’s task list include creation of an installation program, conversion of data from previous versions of the system, integration with third-party software, meetings with the customer, and other "minor" tasks?
9.  ____  Were the schedule and budget estimates officially updated at the end of the most recently completed phase?
10.  ____  Does the project have detailed, written architecture and design documents?
11.  ____  Does the project have a detailed, written Quality Assurance Plan that requires design and code reviews in
                 addition to system testing?
12.  ____  Does the project have a detailed Staged Delivery Plan for the software, which describes the stages in which
                 the software will be implemented and delivered?
13.  ____  Does the project’s plan include time for holidays, vacation days, sick days, and ongoing training, and are
                resources allocated at less than 100 percent?
14.  ____  Was the project plan, including the schedule, approved by the development team, the quality assurance team, and the technical writing team—in other words, the people responsible for doing the work?


Project Control
15.  ____  Has a single key executive who has decision-making authority been made responsible for the project, and does the project have that person’s active support?
16.  ____  Does the project manager’s workload allow him or her to devote an adequate amount of time to the project?
17.  ____  Does the project have well-defined, detailed milestones ("binary milestones") that are considered to be either
                100 percent done or 100 percent not done?
18.  ____  Can a project stakeholder easily find out which of these binary milestones have been completed?
19.  ____  Does the project have a feedback channel by which project members can anonymously report problems to their own managers and upper managers?
20.  ____  Does the project have a written plan for controlling changes to the software’s specification?
21.  ____  Does the project have a Change Control Board that has final authority to accept or reject proposed changes?
22.  ____  Are planning materials and status information for the project—including effort and schedule estimates, task 
                 assignments, and progress compared to the plan thus far—available to every team member?
23.  ____  Is all source code placed under automated revision control?
24.  ____  Does the project environment include the basic tools needed to complete the project, including defect tracking software, source code control, and project management software?


Risk Management
25.  ____  Does the project plan articulate a list of current risks to the project? Has the list been updated recently?
26.  ____  Does the project have a project risk officer who is responsible for identifying emerging risks to the project?
27.  ____  If the project uses subcontractors, does it have a plan for managing each subcontract organization and a single person in charge of each one? (Give the project full score if it doesn’t use subcontractors.)


Personnel
28.  ____  Does the project team have all the technical expertise needed to complete the project?
29.  ____  Does the project team have expertise with the business environment in which the software will operate?
30.  ____  Does the project have a technical leader capable of leading the project successfully?
31.  ____  Are there enough people to do all the work required?
32.  ____  Does everyone work well together?
33.  ____  Is each person committed to the project?

Total
______  Preliminary score. Add up the points next to each answer.
______  Size multiplier. Write in 1.5 if the project team has 3 or fewer full-time– equivalent people including developers,
              quality assurance personnel, and first-level management. Write in 1.25 if it has 4 to 6 full-time–equivalent people. Otherwise, write in 1.0.
______  Final score. Multiply the preliminary score by the size multiplier.



Scoring Guidelines

This is a difficult test for most projects; many will score less than 50 points. The table below explains how to interpret the score.

Score/Comments


90+
Outstanding
  A project with this score is virtually guaranteed to succeed in all respects, meeting its schedule, budget,
quality, and other targets. In terms of Chapter 1’s project needs hierarchy, such a project is fully "self-actualized."
  80–89
Excellent
  A project at this level is performing much better than average. Such a project has a high probability of delivering its software close to its schedule, budget, and quality targets.
  60–79
Good
  A score in this range represents a better-than-average level of software development effectiveness. Such a project stands a fighting chance of meeting either its schedule or its budget target, but it probably won’t meet both.
  40–59
Fair
  This score is typical. A project with this score will likely experience high stress and shaky team dynamics, and the software will ultimately be delivered with less functionality than desired at greater cost and with a longer schedule. This kind of project stands to experience the greatest benefit from applying the plan described in this book.
  < 40
At Risk
  A project with this score has significant weaknesses in the major areas of requirements, planning, project control, risk management, and personnel. The primary concern of a project in this category should be whether it will finish at all.

(Source: Software Project Survival Guide, S. McConnell, ISBN: 978-1572316218)

1.8.10

Kommunikation: Grundlagen

Kommunikation ist die wichtigste Form der menschlichen Interaktion. Zum Kommunikationsprozess gehören:

  • Direkte Kommunikation (face-to-face)
  • indirekte Kommunikation (Massenkommunikation, Telekommunikation)

Zwei Theorieansätze sind für die Praxis herausragend bedeutsam:

  1. Das Kommunikationsmodell (nach Paul Watzlawick): Jeder Kommunikationsprozess besteht aus Sender, Nachricht und Empfänger. Der Sender codiert seine Nachricht (Sprache, Zeichen) und der Empfänger hat die Aufgabe, die Nachricht seinerseits zu decodieren, die kommunikative Botschaft also in das individuelle Syste, seiner Bedeutungsbezüge einzuordnen. Jede Nachricht beinhaltet einen sachlichen Aspekt und einen Beziehungsaspekt.
    (Die Kommunikation über die Kommunikation wird als Metakommunikation bezeichnet.)
  2. Modell der vier Seiten der Nachricht (nach Schulz von Thun): Schulz von Thun hat das Watzlawick’sche Modell weiterentwickelt und unterscheidet vier Seiten einer Nachricht:
    • Inhaltsaspekt: Worum geht’s? Wie ist der Sachverhalt zu verstehen?
    • Beziehungsaspekt: Wer redet mit wem? Wie steht er zu mir? Wie ist unsere Beziehung?
    • Selbstoffenbarung: Wer ist er?Was beschäftigt ihn? Was ist mit ihm los?
    • Appell: Was will er von mir? Was soll ich denken, fühlen, tun?

(Quelle: Mitarbeiter Führung, Oppermann-Weber, 2008, 3. Auflage, ISBN: 978-3-589-23405-9)

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