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 64.
... sure the project is staying on track . To be effective , a project manager must have a wide range of expertise . In this book , we provide an introduction to all of these areas so that you can guide the rest of your team on their tasks ...
... sure all decisions are based on openly shared information . • Don't second - guess your team members ' expertise . • Introduce software quality from the very beginning of the project . • Don't impose an artificial hierarchy on the ...
... sure the project succeeds. Creating a transparent environment means making all of that infor- mation public and explaining the rationale behind your decisions. No software project goes exactly as planned; the only way to deal with ...
... sure that it is productive . The best way to do that is to rely on the expertise of the team members . Any project manager who tries to micromanage his team will immediately get overwhelmed , and the project will come screeching to a ...
... sure that the software is built well is to make sure that everyone on the team feels respected and valued, and to gain a true commitment from each person to make the soft- ware the best it can be. Doing. the. Project. Right. Is. Most.
Saturs
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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 |