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 62.
... keep them in mind , will help guide you through any software project : • Make sure all decisions are based on openly shared information . • Don't second - guess your team members ' expertise . • Introduce software quality from the very ...
... keep yourself and your project honest in practice. Say you're a project manager, and your project is run- ning late ... keeping the entire project team “in the loop” on every important decision. Trust Your Team If you are a project ...
... keep the plan from going stale and becoming a work of fiction. It's difficult, if not impossible, to build a project plan without a vision and scope document. Without it, the actions that a project manager would have to take in order to ...
... keep the project from being derailed by surprises or emergencies. Many people are thrown off by the word “assessment”—it's a word that is usually associated with finances or accounting, not with project management. But in this case ...
... keeps the team feeling like they are on track. Once the mitigation steps are identified, all of these risks and actions should be docu- mented in a risk plan. The easiest way to do that is to create a simple spreadsheet with five ...
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 |