University of Southern California



USC VITERBI SCHOOL OF ENGINEERING INFORMATICS PROGRAMSoftware Project ManagementSummer (June 27 – July 31) 2017 SyllabusInstructor: Ali R. Nowroozi, Ph.D., P.M.P.Email: nowroozi@usc.eduOffice: GER216-CPhone: 213-740-0867Teaching Assistant #1: Kyungbo JeongEmail: kyungboj@usc.eduOffice: WPH102Phone: 323-381-8330Office Hours: 8:00am-9:00am, 11:40am-12:40pmInstructor’s Office Hours: By appointment only. Students are advised to make appointments with the professor ahead of time in any event and be specific with the subject matter to be discussed. Students should also be prepared for their appointment by bringing all applicable materials and information. Email will be the primary means of communication.Course Description: This course intends to provide a practical roadmap to project management for software engineer. It starts with understanding a software engineer’s job, providing a general idea of the main characteristics of software development, far from software engineering. Then the training will move into various managerial aspects of software development such as project team design, project planning and controlling, and finally project termination. We take an integrated view to leadership and management in this course. Each module not only covers the mechanistic aspects and tools and techniques to facilitate data-based decision making, but also discusses the organic aspects of leadership and management such as interpersonal & teamwork skills development, emotional intelligence, leadership models, etc.This course is intended for software engineers aspiring to become leaders within their projects, their organizations, and, eventually, their industries. Students are expected to have a good knowledge of software engineering and be familiar will software development stages.Books and Readings (Reading list will be available):Assigned Reading List: Required: Project Management: A Managerial Approach, 9th Edition, Meredith, Jack R. and Mantel Jr., Samuel J – ISBN-13: 978-1118947029 & ISBN-10: 1118947029 (The 5th edition is available online for free and will be posted on the course site. Materials from the newer version will be copied and handed out, as required reading, if necessary)A Guide to the Project management Body of Knowledge, 5th Edition, (PMBOK Guides), Project Management Institute. (The 2000 edition is available online for free and will be posted on the course site. There has been significant improvements since that edition and materials from the 5th edition will be copied and handed out, as required reading)Copies of portions of various books and articles will be posted to the course site and will be specified as required readingsAdditional (Optional) Reading List: (Reading list will be available)Optional: Effective Project Management: Traditional, Agile, Extreme, Robert K. Wysocki, 6th Edition. (The 5th edition is available online for free)Project Management Tools and Techniques, A Practical Guide, by Carstens, Richardson and Smith. Publisher: CRC Press; ISBN: 978-1-4665-1562-8Managing High-Technology Programs and Projects, Russell D. Archibald, 3rd Edition (Mar 13, 2003) All lecture notes and handouts will be available online.Grading (subject to change):Final: 30%, Midterm: 20%, Homework and Project: 50% * The instructor reserves the right to make changes to the grading criteria, assignments and course outline to best serve the needs of the class. Course ScheduleSessionTopicReadings1: 6/27Course Plan, logistics, labs & exams structureA Brief overview of the software development process. Introduction to Project Management - The big picture: definition, objectives, Life Cycle, S-Curve, unique characteristics of software development projects Lecture Slides 2: 6/28Phase I – Project Initiation: Organizational Structures, Team Structures, projects within organizationsLecture Slides Handouts from references listed above. Main focus on:Meredith & Mantel, chapters 1-5 Carstens, et al., chapters 1-5, 243: 6/29Phase I – Continued: project selection, Teamwork and other organic aspects of project management4: 6/30Phase I – Continued: A Competent Project Manager / Leader, improving leadership skills, career path for S.D.P.M.LAB-1: Teams will be designed and formed (with various structures) to go through all the stages of selecting & defining a project and getting it ready to be launched.7/3Happy 4th of July holidays!Lecture Slides Handouts from references listed above. Main focus on:Meredith & Mantel, chapters 6-9Carstens, et al., chapters 6-13, 20-237/45: 7/5Phase II – Project Planning: We will go through all stages and processes of traditional project management during the project life-cycle (initiation, planning, execution, termination). 6: 7/6Phase II – Continued: Project Scope development, the students will learn how to breakdown a software development project into quantifiable & manageable pieces, allocate resources, and develop project baselines which will be the primary tool to manage the project throughout it life-cycle. 7: 7/7Phase II – Continued: Project cost estimating and budgeting, how to come up with a reasonable total budget for a project, accounting for all direct and indirect cost8: 7/10Phase II – Continued: project scheduling, development of CPM network, focusing on “Time Management”9: 7/11Phase II – Continued: Resource planning and development of an integrated baseline for effective project management, looking at all project objectives together using project management tools and techniques (CPM network, S-Curve, resource loading & leveling, simulation, etc.) Midterm Exam (Open Book)LAB-2: Now that all teams have a clearly defined project with an initial scope, they will move forward with developing a work breakdown structure for the project, assign resources, estimate project budget and duration, and then develop the baselines using Microsoft Project (the tool to monitor & control their project later on, during execution and close-out)10: 7/12Phase III- Execution This week will focus on the “Execution” phase, learning how to monitor, control, and forecast the project progress, and its risks, as it moves forward.Lecture Slides Handouts from references listed above. Main focus on:Meredith & Mantel, chapters 9-11Carstens, et al., chapters 14-19Wysocki, Chapters 2, 11,1211: 7/13Phase III- Continued: Basics of Project monitoring, controlling, and forecasting using tools developed during phase I and maintained during execution12: 7/14 Phase III- Continued: A crash course on statistics and simulation, as applicable to risk management and mitigation using project management tools Now that the students are experiencing challenges of the traditional methods, they are ready to learn its limitations and applications of the contemporary techniques (Agile & Extreme) to a software development project and they will practice that within their projects50% Progress PresentationLAB-3a: The teams will now monitor & control their project progress using the tools they developed during the planning phase. They will be faced with challenges (hypothetical delays and/or cost over-run) and learn to modify the project plan to recover previous deficiencies, and how to mitigate project risks. LAB-3b: Parallel to the above exercise, teams record challenges they faced managing their projects and will learn how to use modern project management techniques to overcome those challenges13: 7/17PHASE IV – Project Termination (Close-out) is an important phase that requires implementation of everything that was learned during planning and execution phases Lecture Slides Handouts from references listed above. Main focus on: Meredith & Mantel, chapters 12-1314: 7/18PHASE IV – Continued: Proper project control and auditing, laying the groundwork for effective termination15: 7/19PHASE IV – Continued: Proper documentation, records archiving, Lessons learned16: 7/20Wrapping up Traditional Project Management (TPM), discussion its pros and cons for software development projects, and preparing for the contemporary project management discussion next week17: 7/21Open discussion, review of term projects, closing them out, and getting ready for applying APM to the projects75% Progress PresentationLAB-4: Students to finalize their projects, develop as-built documents, Archive project history and lessons learned18: 7/24A recap of everything that was learned, projects successes and challenges with TPM All previous lectures & hand outsPresentation Guidelines19: 7/25Contemporary project management techniques; Agile and Extreme (APM and xPM) and their applications 20: 7/26Review of projects after applying APM and discussing the lessons learned. Preparing for the final exam and presentationsLAB-5: The lab will focus on repeating the project using the modern techniques to understand its advantages and its challenges, as compared with the traditional method7/27Final Exam7/28-7/31Student Presentation11AM, 7/31Certificate CeremonyStudents with Disabilities: Any student requesting academic accommodations based on a disability is required to register with Disability Services and Programs (DSP) each semester. A letter of verification for approved accommodations can be obtained from DSP. Please be sure the letter is delivered to me as early in the semester as possible. Your letter must be specific as to the nature of any accommodations granted. DSP is located in STU 301 and is open 8:30 am to 5:30 pm, Monday through Friday. The telephone number for DSP is (213) 740-0776. Academic Integrity: USC seeks to maintain an optimal learning environment. General principles of academic honesty include the concept of respect for the intellectual property of others, the expectation that individual work will be submitted unless otherwise allowed by an instructor, and the obligations both to protect one’s own academic work from misuse by others as well as to avoid using another’s work as one’s own. All students are expected to understand and abide by these principles. SCampus, the Student Guidebook, (usc.edu/scampus or ) contains the University Student Conduct Code (see University Governance, Section 11.00), while the recommended sanctions are located in Appendix A. The University, as an instrument of learning, is predicated on the existence of an environment of integrity. As members of the academic community, faculty, students, and administrative officials share the responsibility for maintaining this environment. Faculties have the primary responsibility for establishing and maintaining an atmosphere and attitude of academic integrity such that the enterprise may flourish in an open and honest way. Students share this responsibility for maintaining standards of academic performance and classroom behavior conducive to the learning process. Administrative officials are responsible for the establishment and maintenance of procedures to support and enforce those academic standards. Thus, the entire University community bears the responsibility for maintaining an environment of integrity and for taking appropriate action to sanction individuals involved in any violation. When there is a clear indication that such individuals are unwilling or unable to support these standards, they should not be allowed to remain in the University.” () Academic dishonesty includes: () Examination behavior – any use of external assistance during an examination shall be considered academically dishonest unless expressly permitted by the teacher. ?Fabrication – any intentional falsification or invention of data or citation in an ?academic exercise will be considered a violation of academic integrity. ?Plagiarism – the appropriation and subsequent passing off of another’s ideas or words as one’s own. If the words or ideas of another are used, acknowledgment of the ?original source must be made through recognized referencing practices. ?Other Types of Academic Dishonesty – submitting a paper written by or obtained from another, using a paper or essay in more than one class without the teacher’s?express permission, obtaining a copy of an examination in advance without the knowledge and consent of the teacher, changing academic records outside of normal procedures and/or petitions, using another person to complete homework assignments or take-home exams without the knowledge or consent of the teacher. The use of unauthorized material, communication with fellow students for course assignments, or during a mid-term examination, attempting to benefit from work of another student, past or present and similar behavior that defeats the intent of an assignment or mid-term examination, is unacceptable to the University. It is often difficult to distinguish between a culpable act and inadvertent behavior resulting from the nervous tensions accompanying examinations. Where a clear violation has occurred, however, the instructor may disqualify the student’s work as unacceptable and assign a failing mark on the paper. Return of Course Assignments: Returned paperwork, unclaimed by a student, will be discarded after a year and hence, will not be available should a grade appeal be pursued following receipt of his/her grade. Emergency Preparedness/Course Continuity in a Crisis: In case of a declared emergency if travel to campus is not feasible, USC executive leadership will announce an electronic way for instructors to teach students in their residence halls or homes using a combination of Blackboard, teleconferencing, and other technologies. ................
................

In order to avoid copyright disputes, this page is only a partial summary.

Google Online Preview   Download