Applied Software Project Management"O'Reilly Media, Inc.", 2005. gada 18. nov. - 324 lappuses "If you're looking for solid, easy-to-follow advice on estimation, requirements gathering, managing change, and more, you can stop now: this is the book for you."--Scott Berkun, Author of The Art of Project Management What makes software projects succeed? It takes more than a good idea and a team of talented programmers. A project manager needs to know how to guide the team through the entire software project. There are common pitfalls that plague all software projects and rookie mistakes that are made repeatedly--sometimes by the same people! Avoiding these pitfalls is not hard, but it is not necessarily intuitive. Luckily, there are tried and true techniques that can help any project manager. In Applied Software Project Management, Andrew Stellman and Jennifer Greene provide you with tools, techniques, and practices that you can use on your own projects right away. This book supplies you with the information you need to diagnose your team's situation and presents practical advice to help you achieve your goal of building better software. Topics include:
Jennifer Greene and Andrew Stellman have been building software together since 1998. Andrew comes from a programming background and has managed teams of requirements analysts, designers, and developers. Jennifer has a testing background and has managed teams of architects, developers, and testers. She has led multiple large-scale outsourced projects. Between the two of them, they have managed every aspect of software development. They have worked in a wide range of industries, including finance, telecommunications, media, nonprofit, entertainment, natural-language processing, science, and academia. For more information about them and this book, visit stellman-greene.com |
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1.–5. rezultāts no 74.
... once it has been built into the software. But even more importantly, reviews frequently uncover errors in documents whose resolution requires a lot of discussion and decision-making. Errors like this can completely destroy a software ...
... Once he starts talking to individual people about what they expect to see in the project and writing down their thoughts , the scope will start to coalesce and people will start feeling comfortable with the direction in which it is ...
... review. This is especially important during the review of the document because it allows everyone to agree on the exclusion of the fea- ture (or object to it). Review the vision and scope document Once the vision and 22 CHAPTER TWO.
... Once the document has been reviewed and everyone agrees that it is complete, the team is unified toward a single goal and the project can be planned. NOTE. More information on understanding user and stakeholder needs can be found in ...
... Once the statement of work and the resource list have been created, the project manager should build a project schedule. This is usually done in several steps: • A work breakdown structure (WBS) is defined. This is a list of tasks that ...
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13 | |
15 | |
33 | |
53 | |
Reviews | 73 |
Software Requirements | 97 |
Design and Programming | 131 |
Software Testing | 171 |
Part Two | 201 |
Understanding Change | 203 |
Management and Leadership | 231 |
Managing an Outsourced Project | 255 |
Process Improvement | 277 |
Bibliography | 295 |
Index | 303 |
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Applied Software Project Management Andrew Stellman,Jennifer Greene Priekšskatījums nav pieejams - 2005 |