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 86.
... understand project manage- ment , and that makes them difficult to introduce . The goal of this book is to teach you about these solutions and help you integrate them into your own organization . But this book is about more than just ...
... understand , or that give them a bad gut feeling . They base their schedules on numbers that they simply made up . And , most importantly , they make every project decision based on how it will affect the schedule , instead of ...
... understand practices that are used by all of the team members. A good project manager also needs to know how to lead ... Understanding Change Introducing practices, tools, and techniques to your organization's culture Avoiding the most ...
... understanding the needs of the people who want the software built . If a project manager does not really understand the context in which the software is being built , then the only thing that the project team sees is the urgency ; they ...
... understand why the project had so many problems . All they will see is a team that built software that didn't work properly and had to be repaired or even rewritten . This is a very bad situation for a software engineering team to end ...
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 |