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 72.
... Usually, the people on your team know best what it takes to do their job. The most important thing that you can do to support them is to trust them and listen to them. However, you cannot blindly trust your team. You need to evaluate ...
... usually caused by a small number of problems. The tools and techniques in this book are meant to address those specific problems. An organization that implements all of these tools and techniques will see an enormous gain in both ...
... usually built to address an urgent. A. need. For the stakeholdersmeaning everyone who has a concern or real interest in the success of the projectthe fact that the need is urgent helps to convince the organization to dedicate time and ...
... usually stalls a project is a lack of good project management. To prevent problems, the project manager must identify the people who are making decisions that affect the project and understand why they need the software built. By ...
... usually refers to the features that will be developed and the work that will be done to implement those features. It often also includes an understanding of the features that will be excluded from the project.) By controlling the scope ...
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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 |