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 72.
... feeling. They base their schedules on numbers that they simply made up. And, most importantly, they make every project ... feel that the only reason for a review is to force various people to sign off on a documentas if a signature on a ...
... feels respected and valued, and to gain a true commitment from each person to make the software the best it can be. Doing. the. Project. Right. Is. Most. Efficient. The first part of this book is a presentation of techniques, tools, and ...
... feel that his needs are being met, he usually puts pressure on the project manager to provide an early version of ... feel unappreciated and condescended to, while the stakeholders feel like their needs are not being taken seriously. A ...
... feel that the team is incapable of delivering software without major quality problems. What usually stalls a project is a lack of good project management. To prevent problems, the project manager must identify the people who are making ...
... feel like it, but the most important project decisions are made at the project's outset. This is when the broad strokes are laid down, when the major features of the software are defined. If there is a misunderstanding at this point ...
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 |