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 89.
... example, is as much of a tool as Microsoft Project or Subversion. To make this distinction clear, the term “tools and techniques” will be used throughout the book to indicate this concept. The idea behind these tools and techniques is ...
... example, many programmers will immediately begin coding proof-ofconcept prototypes before even talking to the users or stakeholders; many stakeholders will encourage this because they intuitively feel that they cannot make decisions ...
... example, it is sometimes useful to include a use case (see Chapter 6), as long as it is written in such a way that all of the stakeholders can read and understand it. Scope of phased release (optional) Sometimes software projects are ...
... example, if there is a high probability that a critical team member will leave the organization, cross-training tasks can be assigned to other people. This will increase total effort in the project, but it will be worth it if the team ...
... example, she may see a better way to solve a particular problem that will cost time but lead to a better solution. For some projects, it may be appropriate to pursue this; for others, the delivery schedule is more important than the ...
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 |