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 55.
... built, how long it will take to build it, what steps will be taken in order to complete the project, and how they will know that it's been done properly. Every tool, technique, and practice in this book is based on the principles of ...
... 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 project if they ...
... built well is to make sure that everyone on the team feels respected and valued, and to gain a true commitment from each person to make the soft- ware the best it can be. Doing. the. Project. Right. Is. Most. Efficient. The first part of ...
... built . If a project manager does not really understand the context in which the software is being built , then the only thing that the project team sees is the urgency ; they lose track of the needs . They can see the individual ...
... built software that didn't work properly and had to be repaired or even rewritten . This is a very bad situation for a software engineering team to end up in . Even when a team is technically proficient and capable of delivering high ...
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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 |