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 |
No grāmatas satura
1.–5. rezultāts no 46.
... activities are worth the investment, how to determine what are the most important quality practices to implement, given limited time and budget, and how to work with others and motivate them to improve the development process ...
... activities are just as cost-effective as reviews. The team can't “test in” quality at the end of a project just by tacking on some testing tasks. Testing must be planned from the beginning and then supported throughout the entire ...
... activities in software development. Every discipline is equally important, and everyone on the team contributes equally to the project. A software requirements specification (SRS), for exam- ple, is no more important than the code: the ...
... activities . • Alternate paths that the team members may follow to deviate from the basic course of events . • Exit criteria that should be satisfied when the script ends . There's an old saying: “There's only one way to be INTRODUCTION 9.
... activities are directed toward building software that will fulfill the needs of the stakeholders. The “vision” part of the vision and scope document refers to a description of the goal of the software. All software is built to fulfill ...
Saturs
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 |