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 88.
... tasks, gathering the people who will do the work, estimating the effort, creating the schedule, overseeing the work, gathering the requirements, designing and programming the software, and testing the end product. Throughout the process ...
... tasks, start eliminating reviews, inspections, and pretty much any documentation, and just stop updating the schedule entirely. And, above all, they wait until the very last minute to tell everyone that the project is late.., hoping ...
... task in any software project is to talk to the main stakeholder. Unfortunately, it's not always immediately obvious who that stakeholder is. The project manager should find the person who will be most impacted by the project, either ...
... tasks that, if performed, will generate all of the work products needed to build the software. • An estimate of the ... task. The project plan should include the complete revision history of the WBS—it should contain a list of any tasks ...
... tasks into subtasks. More detailed planning will help reduce the risk. • Add additional tasks. There are certain actions that can be added to the schedule to help avoid risks. For example, if there is a high probability that a critical ...
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 |