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 69.
... identify the people who are making decisions that affect the project and understand why they need the software built . By talking to them and writing down their needs , the project manager can set the project on its proper course — and ...
... identify those needs and write down a vision statement (a general statement describing how those needs will be filled). Many software engineers will recognize the sinking, pit-of-the-stomach feeling when, upon seeing the software for ...
... identify specifically when those versions will be released, and which features will be included in each version. It's reasonable to divide one feature up between two releases, as long as it is made clear exactly how that will happen. If ...
... identifies any risks that might be encountered and indicates how those risks would be handled, should they occur The project plan is used by many people in the organization. The project manager uses it to communicate the project's ...
... identified, and the relative probability and impact of each risk should be estimated. Certain risks will be much more likely to occur and, if they do SOFTWARE PROJECT PLANNING 25 Resource List Estimates and Project Schedule Risk 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 |