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 50.
... involved in the project and by allowing the best solution to come from the most qualified people. But while anyone would agree with this in principle, it's much harder to keep yourself and your project honest in practice. Say you're a ...
... involved ways to implement every single idea in this book. Wherever possible, there are references that will point you to more in-depth reading that contains advanced applications of these tools and techniques. The goal 6 CHAPTER ONE ...
... involved: the software engineers feel unappreciated and condescended to, while the stakeholders feel like their needs are not being taken seriously. A project that starts out like this is likely to 16 CHAPTER TWO Understand the Project ...
... involved in the project has some input into the scope, but only the project manager is solely dedicated to it. Defining the scope is the most productive thing a project manager can do to get the project underway. It is usually ...
... involved in the project, the project manager can ensure that each of the stakeholders and engineers shares a common understanding of the needs being addressed—and that the software must address them. Some of the most common (and ...
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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 |