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 43.
... 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 project. To come up with a ...
... costs to implement. Every single tool, technique, and practice in this book is time-tested. These practices (or similar ones) have been used in many successful projects around the world and in organizations of all sizes. These practices ...
... cost. A project manager who targets the specific problems that he has found in his organization can address only his most pressing problems and still see a very noticeable gain—and at a much lower cost than trying to tackle every ...
... costs so much . What's more , he's always a little suspicious that the mechanic is doing more work than necessary or ... cost is always an unpleasant surprise . As far as the customer is concerned , the mechanic is simply removing an ...
... The senior managers use it to verify that the project's cost and schedule are reasonable and under control, and that the project is being SOFTWARE PROJECT PLANNING 23 Review the vision and scope document Create the Project Plan.
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 |