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 77.
... common pitfalls that plague all sottwa re projects and rookie mistakes that are made repeated1y—sornetimes by the same people! Avoiding these pitfalls is not hard, but it is not necessarily intuitive. Luckily, there are tried and true ...
... common is a need to change the way a software organization works. They may not always recognize the nature of the problem, or what is causing delays or bugs. What they do know is that something needs to change. We wrote this book for ...
... common pitfalls they succumb to, and how to fix them. You need to be able to read and understand the documents that they create and provide intelligent feedback. And by relying on objective analysis (rather than gut feelings, personal ...
... common mistakes that project managers make. Cutting out good project management practices will make the project take longer, not make it go faster. Part. I: Tools. and. Techniques. If you're a project manager and you're reading this book ...
... common pitfalls in selling your ideas Planning for your changes and making them succeed Chapter 10, Management and Leadership Understanding responsibility, authority, and accountability Creating a culture of transparency in your ...
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 |