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 35.
... Risk management, for 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 ...
... Risks e. Assumptions Vision ofthe Solution a. Vision statement b. List offeatures 2. c. Scope of phased release (optional) d. Features that will not be developed The outline itself provides a good guide for the discussion with each ...
... risk below can be used to generate the risks for this section.) Assumptions This is the list of assumptions that the stakeholders, users, or project team have made. Often, these assumptions are generated during a Wideband Delphi ...
... risk plan that 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 ...
... Risk. Plan. A risk plan is a list of all risks that threaten the project, along with a plan to mitigate some or all of those risks. Some people say that uncertainty is the enemy of planning. If there were no uncertainty, then every ...
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 |