Software Project Management UNPLUGGED!
This course is more than just about project management tools. It is more than just about understanding how people, time and money are all relative to a project. It is more than just about documentation and reporting. It is about execution and getting things done!
This course will make you an invaluable member of any project team, be it large or small and whether you are the manager, leader and/or a member of the project team. You will learn how to design a project from start to finish and learn how to transform your team members into high performance team.
In this course, Andrew introduces the you to the concepts he will cover in this course. They include leadership, leadership styles, leadership behaviors and leadership skills. Also covered are team behaviors, project outcomes and the effect project outcomes may have on team behavior. Most importantly, Andrew explains his concept of "Project Management Unplugged" and how this relates to the Ebb and Flow of a Project.
In Section 2, project roles are described by Andrew across the core team, extended team, sponsor and team leader. Andrew looks at each role in sufficient detail in terms of how each role complements the other roles on the team. What is required of each role in terms of contribution to the overall team effort is also discussed.
The design of the project is discussed in terms of its conceptualization. In its conceptualization, Andrew discusses why it is important to understand its need, its context, and what kind of support there is for the project. Also, why the need to understand what success looks like at the project's inception is so important to the project's design. Essentially, what is delivered for what purpose by when and by whom are all factors that influence the design of the project. Several examples are cited by Andrew.
In this section, the development of your project is covered by Andrew. This is when you need to understand who will do what and when in order to avoid setbacks in your project. Andrew explains the 4 tenants of project development, namely that of responsibility assignments, sequencing deliverables, scheduling deliverables and preparing for risk.
What are the characteristics of a project team that works at a high level of performance? In this section, Andrew discusses the key attributes of four stages that characterize a transition to a high level of performance. The four stages are identified as Forming, Storming, Norming and Performing. Likewise, leadership styles vary over each of the four stages. Andrew discusses how the team leader and its members must work together towards stage four and thereby achieving high performance.
The final section involves the delivery stage and how to meet project goals and objectives in the final stage of delivery. During this session, Andrew discusses the protocols and ground rules that you must have in place to deliver your project on time and within budget. A large part of the delivery is about decision making. Andrew discusses who "owns" which decisions and what needs to be communicated to the project sponsor(s). He also explains how to adapt and react to the unexpected.
Skills & Abilities
Professional and Student Instructor/
Adjunct Faculty Member
Design and delivery of educational courses across a wide range of topics relative to Business Management, Business Analyst, Project Managers, Systems Designers and Software Engineers to include: Software Engineering Methodology, Software Project Management, Web Applications, Software Engineering Discipline, Agile Development, Component Object Development, Software Configuration Management, Software Quality Assurance, Software Testing and Enterprise Architecture.Experience Executive Director, Visible Systems Corporation, Boston, MA Over the past 10 years, President and Executive Director of a globally recognized brand name in information technology, mission-critical applications enabling enterprises to automate and accelerate many tasks associated with model-driven, object-oriented information systems development, including enterprise-level modeling and business capabilities automation software. Managed the development of global business formation. Working with existing leadership team to map out a successful commercialization and go to market strategy. Worked closely with client executives to formulate broader and deeper customer relationships. Oversight of corporate IP, working closely with legal counsel on protection, valuation and commercialization of IP and revenue opportunities. Manage revenue goals and revenue targets for domestic and international accounts.
-Define Vision, Mission, Core Values, Goals, Strategies, and Key Performance Indicators
-Define business functions, and business function accountabilities
-Establish direction and priorities for later development of Strategic Technology Plan
Experienced in managing the enterprise through the commercialization process of key corporate IP assets in terms of identifying
-Move-Ahead and Go to Market Initiatives
-Execution of Move-Ahead Go to Market EnablersADJUNCT FACULTY MEMBER
Wentworth Institute of Technology
Johnson & Wales University
Salve Regina University
Roger Williams University
University of Rhode Islandrelated activities
January 2007 – December 2013
Depending on the nature, complexity and scale of the enterprise; experienced in commercial, defense and government frameworks. Mostly experienced with the Zachman Framework followed by Implementation Frameworks such as DOFAF, MODAF, and TOGAF and the relevant methodologies in combination with these frameworks. Published assorted articles and proceedings in the area of Achieving Enterprise Excellence.Education Suffolk University, MAsters in Business Administration boston University, post graduate course work in computer science northeastern university, bachelors of science Communication
Presenter at AutoFact, IEEE, CALS conferencesCERTIFICATIONS
Certified Enterprise Architect
Certified Business Architect
Certified SCRUM Master