SOFTWARE DEVELOPMENT AND PROJECT MANAGEMENT

PROJECT MANAGEMENT

MULTIFACETED DISCIPLINE, AND ITS EXECUTION CAN VARY SIGNIFICANTLY DEPENDING ON THE APPROACH, INDUSTRY, AND THE PROJECT MANAGER’S PERSONAL STYLE

GUIDING PROJECTS TO ACHIEVE THEIR GOALS WHILE STAYING WITHIN BUDGET AND SCHEDULE CONSTRAINTS

CORE RESPONSIBILITY OF A PROJECT MANAGER

HARVARD BUSINESS REVIEW (2017)

CATEGORIZED PROJECT MANAGERS INTO FOUR PERSONALITY TYPES

GAMBLER, EXPERT, PROPHET, AND EXECUTOR

FOUR PERSONALITY TYPES OF PROJECT MANAGERS

SOFTWARE DEVELOPMENT METHODOLOGIES

PROVIDES THE FRAMEWORK FOR PLANNING, STRUCTURING, AND CONTROLLING THE SOFTWARE DEVELOPMENT PROCESS

AGILE

IS AN ITERATIVE AND FLEXIBLE APPROACH TO PROJECT MANAGEMENT

AGILE

EMPHASIZES SMALL, INCREMENTAL STEPS AND FREQUENT REASSESSMENT, MAKING IT IDEAL FOR PROJECTS WHERE CHANGES AND UNKNOWNS ARE COMMONA

AGILE

ENCOURAGES COLLABORATION, ADAPTABILITY, AND CONTINUOUS IMPROVEMENT

DEVOPS METHODOLOGY

BRING DEVELOPMENT AND OPERATIONS TEAMS TOGETHER TO WORK AS A SINGLE UNIT THROUGHOUT THE ENTIRE SOFTWARE LIFECYCLE

DEVOPS METHODOLOGY

EMPHASIZES CONTINUOUS INTEGRATION AND CONTINUOUS DELIVERY(CI/CD), ENABLING SIMULTANEOUS WORK ON DEVELOPMENT, QUALITY ASSURANCE, SECURITY, AND DEPLOYMENT

SCRUM DEVELOPMENT METHODOLOGY

IS A SPECIFIC IMPLEMENTATION OF AGILE PRINCIPLES

SCRUM DEVELOPMENT METHODOLOGY

ORGANIZES TEAMS INTO SMALL, CROSS-FUNCTIONAL UNITS THAT WORK IN SHORT DEVELOPMENT CYCLES

SPRINTS

A SMALL CROSS-FUNCTIONAL UNITS THAT WORKS IN SHORT DEVELOPMENT CYCLES

SCRUM DEVELOPMENT METHODOLOGY

NEEDS A FREQUENT COMMUNICATION, CLEAR ROLES, AND REGULAR FEEDBACK TO KEEP THE PROJECT ON TRACK

WATERFALL

IS A TRADITIONAL, LINEAR PROJECT MANAGEMENT APPROACH

WATERFALL

A METHODOLOGY WHEREIN EACH PHASE, SUCH AS PLANNING, DEVELOPMENT, AND TESTING—IS COMPLETED SEQUENTIALLY

WATERFALL

THIS MODEL IS BEST WHEN PROJECT REQUIREMENTS ARE WELL-DEFINED AND UNLIKELY TO CHANGE

PROTOTYPE METHODOLOGY

IN THIS METHODOLOGY, DEVELOPERS CREATE A PRELIMINARY VERSION OF THE SOFTWARE TO DEMONSTRATE ITS FUNCTIONALITY

PROTOTYPE METHODOLOGY

IN THIS METHODOLOGY, CLIENTS PROVIDE FEEDBACK AND CHANGES ARE MADE BEFORE THE FINAL DEVELOPMENT BEGINS

PROTOTYPE METHODOLOGY

THIS APPROACH REDUCES THE RISK OF MISUNDERSTANDINGS AND UNMET EXPECTATIONS

FEATURE-DRIVEN DEVELOPMENT

FDD

FEATURE-DRIVEN DEVELOPMENT

IS AN ITERATIVE METHODOLOGY SUITED FOR LARGE TEAMS WORKING WITH OBJECT-ORIENTED TECHNOLOGIES

FEATURE-DRIVEN DEVELOPMENT

IT FOCUSES ON BUILDING SOFTWARE BY DEVELOPING INDIVIDUAL FEATURES, ALLOWING A SMOOTH TRANSITION FROM TRADITIONAL PHASE-BASED METHODS TO ITERATIVE APPROACHES

RAPID APPLICATION DEVELOPMENT

RAD

RAPID APPLICATION DEVELOPMENT

EMPHASIZES QUICK DEVELOPMENT AND HIGH-QUALITY RESULTS THROUGH ACTIVE USER PARTICIPATION

RAPID APPLICATION DEVELOPMENT

IT PRIORITIZES SPEED AND FLEXIBILITY, MAKING IT SUITABLE FOR PROJECTS REQUIRING FAST TURNAROUND TIMES

SPIRAL MODEL

IS A RISK-DRIVEN APPROACH

SPIRAL MODEL

IT STARTS WITH A SMALL PROJECT SCOPE, IDENTIFIES POTENTIAL RISKS PLANS HOW TO MITIGATE THEM, AND ITERATES THROUGH DEVELOPMENT CYCLES

SPIRAL MODEL

IT’S IDEAL FOR PROJECTS WITH HIGH COMPLEXITY AND UNCERTAINTY

DYNAMIC SYSTEMS DEVELOPMENT MODEL

DSDM

DYNAMIC SYSTEMS DEVELOPMENT MODEL

BUILDS ON THE PRINCIPLES OF RAD, PROMOTING ITERATIVE DEVELOPMENT WITH CONTINUOUS USER INVOLVEMENT

DYNAMIC SYSTEMS DEVELOPMENT MODEL

IT EMPHASIZES TIMELY DELIVERY AND BUDGET ADHERENCE WHILE ACCEPTING THAT PERFECTION OFTEN REQUIRES MULTIPLE ITERATIONS

EXTREME PROGRAMMING

XP

EXTREME PROGRAMMING

IS AN AGILE METHODOLOGY DESIGNED FOR RAPIDLY CHANGING ENVIRONMENTS

EXTREME PROGRAMMING

IT PROMOTES FREQUENT RELEASES, CLOSE COLLABORATION, AND FLEXIBILITY IN REQUIREMENTS, AIMING TO REDUCE THE COST OF LATE-STAGE CHANGES

JOINT APPLICATION DEVELOPMENT

JAD

JOINT APPLICATION DEVELOPMENT

INVOLVES COLLABORATIVE WORKSHOPS WHERE CLIENTS, END-USERS, AND DEVELOPERS WORK TOGETHER TO DEFINE REQUIREMENTS AND DESIGN INTERFACES

JOINT APPLICATION DEVELOPMENT

THIS APPROACH ENSURES THAT THE FINAL PRODUCT ALIGNS CLOSELY WITH BUSINESS NEEDS

LEAN DEVELOPMENT METHODOLOGY

INSPIRED BY THE MANUFACTURING INDUSTRY, FOCUSES ON MINIMIZING WASTE AND MAXIMAZING VALUE

LEAN DEVELOPMENT METHODOLOGY

IT REQUIRES THOROUGH INITIAL PLANNING TO MAP THE ENTIRE PROJECT AND IDENTIFY OPPORTUNITIES FOR EFFICIENCY

PROJECT MANAGERS

PLAY A VITAL ROLE IN DRIVING ORGANIZATIONAL GROWTH, AND THEIR LEADERSHIP STYLES CAN SIGNIFICANTLY IMPACT PROJECT SUCESS

EXECUTOR

FOCUSES ON ACHIEVING IMMEDIATE RESULTS AND MAINTAINING ALIGNMENT WITH CURRENT ORGANIZATIONAL GOALS

EXECUTOR

THEY ENSURE PROJECTS ARE COMPLETED EFFICIENTLY AND ON TIME, MAKING THEM ESSENTIAL FOR SHORT-TERM STABILITY AND PROFITABILITY

PROPHET

DRIVES INNOVATION AND EXPLORE FUTURE GROWTH OPPORTUNITIES

PROPHET

THEY OFTEN CHALLENGE THE STATUS QUO, ADVOCATING FOR BOLD, FORWARD-THINKING INITIATIVES THAT MAY INVOLVE HIGHER RISK

EXPERT

BRINGS DEEP TECHNICAL KNOWLEDGE AND SPECIALIZED SKILLS TO THE TABLE

EXPERT

THEY EXCEL IN COMPLEX PROJECTS THAT REQUIRE DETAILED UNDERSTANDING AND PROBLEM-SOLVING CAPABILITIES

GAMBLER

TAKES CALCULATED RISKS IN PURSUIT OF HIGH-REWARD OPPOTUNITIES

GAMBLER

THEY THRIVE IN UNCERTAIN ENVIRONMENTS AND ARE WILLING TO EXPERIMENT WITH UNCONVENTIONAL APPROACHES

CHALLENGED

PROPHET BELIEVED THAT STRATEGY SHOULD BE ____?

FOLLOWED

GAMBLER BELIEVED THAT STRATEGY SHOULD BE ____?

CHALLENGED

EXPERT BELIEVED THAT STRATEGY SHOULD BE ____?

FOLLOWED

EXECUTOR BELIEVED THAT STRATEGY SHOULD BE ____?

A GRAND VISION

PROPHET BELIEVED THAT THE GROWTH OPPORTUNITY IS ____?

A BET

GAMBLER BELIEVED THAT THE GROWTH OPPORTUNITY IS ____?

AN ANALYSIS

EXPERT BELIEVED THAT THE GROWTH OPPORTUNITY IS ____?

A SURE THING

EXECUTOR BELIEVED THAT THE GROWTH OPPORTUNITY IS ____?

MAKE A LEAP OF FAITH

PROPHET BELIEVED THAT ORGANIZATIONAL FOLLOWERS SHOULD ____?

GAMBLE A BIT AND PURSUE REWARDS

GAMBLER BELIEVED THAT ORGANIZATIONAL FOLLOWERS SHOULD ____?

LISTEN TO THE ADVICE AND ACT UPON IT

EXPERT BELIEVED THAT ORGANIZATIONAL FOLLOWERS SHOULD ____?

STAY WITHIN THE STRATEGY AND FOLLOW THE ANALYSIS

EXECUTOR BELIEVED THAT ORGANIZATIONAL FOLLOWERS SHOULD ____?

PERSUASIVE VISION

PROPHET’S WEAPON OF CHOICE

POTENTIAL REWARD

GAMBLER’S WEAPON OF CHOICE

WELL-SUPPORTED ARGUMENTS

EXPERT’S WEAPON OF CHOICE

BUSINESS CASES AND REPORTS

EXECUTOR’S WEAPON OF CHOICE