The management of a software project has been shown to be the number one factor in determining a project's success. It has been found that 53% of software projects failures are due to poor management. The book remedies this situation in two ways: explaining the discipline and providing fact-based resources on software project management.
The management of a software project has been shown to be the number one factor in determining a project's success. It has been found that 53% of software projects failures are due to poor management. The book remedies this situation in two ways: explaining the discipline and providing fact-based resources on software project management.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Lawrence J. Peters has a B.S. in Physics, an M.S. in Engineering and in 2002 a Ph.D. in Engineering Management and a CSDP (Certified Software Development Professional). He has applied software engineering technology for more than 50 years in the aerospace, defense, financial, manufacturing and software engineering fields. He authored the first software engineering curriculum published by the ACM and has since developed and implemented software engineering curricula at three universities as well as the syllabus for software project management at three other universities. Throughout his career, he has been a thought leader in the field of software project management and has successfully managed and consulted on dozens of projects as large as $20 million. He currently teaches Software Project Management in English remotely at Universidad Politecnica de Madrid from his office near Seattle, Washington, and has taught that subject at other schools. He has published several papers on the subject.
Inhaltsangabe
Overview. 1 Introduction to Software Project Management. 2 Planning Software Projects. 3 Estimating Cost and Schedule of Software Projects. 4 Controlling. 5 Staffing. 6 Motivating. 7 Project Closeout. APPENDICES ADDITIONAL SOFTWARE PROJECT MANAGEMENT RESOURCES. Appendix 1 A Word from Our Sponsor - The Brain. Appendix 2 Basics of Negotiation. Appendix 3 Brainstorming. Appendix 4 Characteristics of Successful High-Technology Teams. Appendix 5 Computing the Cost of a Change. Appendix 6 Developing a Business Case. Appendix 7 Developing the Project Closeout Plan. Appendix 8 The Effect of Cultural Differences (on Software Development Teams). Appendix 9 Emotional Intelligence. Appendix 10 Environmental Factors Affecting Productivity. Appendix 11 How Software Project Managers Are Evaluated. Appendix 12 How to Run Effective Meetings. Appendix 13 Ishikawa (Fishbone) Diagrams. Appendix 14 Knowing When It Is Time to Cancel a Project. Appendix 15 Lying and Software Projects. Appendix 16 Managing Multiple Generations. Appendix 17 Outsourcing (Offshoring). Appendix 18 PERT [Program Evaluation Review Technique]. Appendix 19 Planning using Integrated Cost and Schedule Work Packages. Appendix 20 A Pre-Project Launch Checklist. Appendix 21 Putting Pressure on the Team Can Reduce Productivity. Appendix 22 Reducing Affinity Bias. Appendix 23 Risk Management Methods. Appendix 24 Software Project Management Antipatterns. Appendix 25 Software Project Managers. Appendix 26 Software Engineering Ethics. Appendix 27 Technical Debt - The Ultimate Productivity Killer. Appendix 28 Transitioning from Software Engineer to Software Project Manager. Appendix 29 Why Smart People Make Dumb Decisions. Appendix 30 Why Software Engineering Teams Should Be Kept Intact. Appendix 31 Why We Don't Learn from Success. Appendix 32 Stoplight Charts. Appendix 33 The Theory of Constraints. Appendix 34 Documenting the Undocumented. Appendix 35 Making Documentation Transparent. Appendix 36 Capability Maturity Model (CMM). Appendix 37 Motivation Basics. Closing Comments. Chapter Questions and Suggested Answers. Index.
