The Software Project Manager's Handbook, 2/e

Dwayne Phillips

The Software Project Manager's Handbook, 2/e
  • 出版商: Wiley
  • 出版日期: 2004-07-01
  • 定價: $2,980
  • 售價: 8.5 折 $2,533
  • 語言: 英文
  • 頁數: 504
  • 裝訂: Paperback
  • ISBN: 0471674206
  • ISBN-13: 9780471674207

    • 立即出貨 (庫存 < 4)

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商品描述

Description:

Software project managers and their team members work individually towards a common goal. This book guides both, emphasizing basic principles that work at work. Software at work should be pleasant and productive, not just one or the other.

This book emphasizes software project management at work. The author's unique approach concentrates on the concept that success on software projects has more to do with how people think individually and in groups than with programming. He summarizes past successful projects and why others failed. Visibility and communication are more important than SQL and C. The book discusses the technical and people aspects of software and how they relate to one another.

The first part of the text discusses four themes: (1) people, process, product, (2) visibility, (3) configuration management, and (4) IEEE Standards. These themes stress thinking, organization, using what others have built, and people. The second part describes the software management principles of process, planning, and risk management. Part three discusses software engineering principles, the technical aspects of software projects. The fourth part examines software practices giving practical meaning to the individual topics covered in the preceding chapters. The final part of this book continues these practical aspects by illustrating a sample project through seven distinctive documents.

 

Table of Contents:

Preface.

PART 1.

1. What Makes a Good Software Manager?

1.1 People Perspective.

1.2 Business Perspective.

1.3 Process Perspective.

1.4 Key Thoughts in this Chapter.

References.

2. Four Basics That Work.

2.1 People, Process, and Product.

2.2 Visibility.

2.3 Configuration Management.

3.4 Standards.

2.5 Key Thought in this Chapter.

References.

3. What Doesn’t Work and Why.

3.1 When the 3Ps Are Out of Balance.

3.2 When There’s Not Enough Visibility.

3.3 When Configuration Management is Missing or Abused.

3.4 When Standards are Dismissed.

3.5 Key Thoughts in this Chapter.

Reference.

4. Managing a Project Day by Day.

4.1 Balancing the 3Ps to Create a Good Environment.

4.2 Visibility: Project Control in a Simple Equation.

4.3 CM: Managing Baselines with Milestones.

4.4 Looking to Standards for Help.

4.5 Key Thoughts in this Chapter.

References.

PART 2.

5. Requirements.

5.1 Balancing the 3Ps: Requirements Analysis, Documentation, and Management.

5.2 Visibility: Making Requirements Known.

5.3 Using CM.

5.4 Using Standards.

5.5 Key Thoughts in this Chapter.

References.

6. Planning.

6.1 Elements of a Good Plan.

6.2 Balancing the 3Ps: Selecting the Process.

6.3 Making the Project Visible: Planning Techniques.

6.4 Making the Project Visible: Estimating Techniques.

6.5 Configuration Management.

6.6 Standards.

6.7 Key Thoughts in this Chapter.

References.

7. Risk Management.

7.1 A Task Overview.

7.2 Balancing the 3Ps: Uncertainty and Choice.

7.3 Making Risk Visible.

7.4 Other Ways to Manage Risk.

7.5 Configuration Management.

7.6 Using Standards.

7.7 Key Thoughts in this Chapter.

References.

PART 3.

8. Design.

8.1 The Challenge of the 3Ps.

8.2 Visibility—Expressing the Design.

8.3 Design in the Code.

8.4 Design and Process.

8.5 Designing with COTS.

8.6 Configuration Management.

8.7 Standards: Writing the SDD.

8.8 Key Thoughts in this Chapter.

References.

9. Integration and Testing.

9.1 Some I&T Myths.

9.2 Managing the 3Ps: People.

9.3 Managing the 3Ps: Process.

9.4 Visibility: Testing Techniques and Details.

9.5 Configuration Management.

9.6 Standards: Documenting the Test Plan.

9.7 Key Thoughts in this Chapter.

References.

10. Software Maintenance.

10.1 What is Maintenance?

10.2 Balancing the 3Ps: Managing the Maintainers.

10.3 Balancing the 3Ps: Managing the Process.

10.4 Balancing the 3Ps: Making the Most of the Product.

10.5 Visibility: Understanding the Maintenance Stages.

10.6 Configuration Management.

10.7 Using Standards.

10.8 Key Thoughts in this Chapter.

References.

PART 4.

11. Cookbook.

11.1 Essentials.

11.2 Opt: A Waterfall Project.

11.3 System Upgrade: An Evolutionary Project.

11.4 CTRAN: A Spiral Project.

11.5 Other Software Projects.

11.6 Key Thoughts in this Chapter.

References.

Appendix A. Documents for the OPT Project.

Appendix B. Configuration Management.

Appendix C. Structured Analysis and Design.

Appendix D. Annotated Bibliography.

Index.

About the Author.

商品描述(中文翻譯)

描述：
軟體專案經理及其團隊成員個別為共同目標而努力。本書指導這兩者，強調在工作中適用的基本原則。軟體在工作中應該是愉快且高效的，而不僅僅是其中之一。

本書強調軟體專案管理在工作中的應用。作者獨特的方法集中於成功的軟體專案與個人和團隊的思考方式有關，而不僅僅是編程。他總結了過去成功的專案以及其他失敗的專案。可見性和溝通比SQL和C更重要。本書討論了軟體的技術和人員方面，以及它們之間的關係。

本書的第一部分討論了四個主題：(1) 人員、流程、產品，(2) 可見性，(3) 配置管理，以及(4) IEEE標準。這些主題強調思考、組織、使用他人建立的東西以及人員。第二部分描述了流程、計劃和風險管理的軟體管理原則。第三部分討論了軟體工程原則，即軟體專案的技術方面。第四部分通過對前幾章所涵蓋的個別主題給出實際含義，探討了軟體實踐。本書的最後一部分通過展示七個獨特文件的樣本專案，繼續探討這些實踐方面。

目錄：
前言。
第一部分。
1. 什麼使一個優秀的軟體經理？
1.1 人員觀點。
1.2 商業觀點。
1.3 流程觀點。
1.4 本章的關鍵思想。
參考文獻。
2. 四個基本原則的運作。
2.1 人員、流程和產品。
2.2 可見性。
2.3 配置管理。
3.4 標準。
2.5 本章的關鍵思想。
參考文獻。
3. 什麼不起作用以及原因。
3.1 當三個P失衡時。
3.2 當可見性不足時。
3.3 當缺乏或濫用配置管理時。
3.4 當標準被忽視時。
3.5 本章的關鍵思想。
參考文獻。
4. 每天管理專案。
4.1 平衡三個P以創造良好環境。
4.2 可見性：簡單方程式中的專案控制。
4.3 配置管理：通過里程碑管理基線。
4.4 借助標準尋求幫助。
4.5 本章的關鍵思想。
參考文獻。
第二部分。
5. 需求。
5.1 平衡三個P：需求分析、文檔和管理。
5.2 可見性：讓需求知道。
5.3 使用配置管理。
5.4 使用標準。
5.5 本章的關鍵思想。
參考文獻。
6. 計劃。
6.1 一個良好計劃的要素。
6.2 平衡三個P：選擇流程。
6.3 使專案可見：計劃技術。
6.4 使專案可見：估算技術。
6.5 配置管理。
6.6 標準。
6.7 本章的關鍵思想。
參考文獻。
7. 風險管理。
7.1 任務概述。
7.2 平衡三個P：不確定性和選擇。
7.3 使風險可見。
7.4 管理風險的其他方法。
7.5 配置管理。
7.6 使用標準。
7.7 本章的關鍵思想。
參考文獻。
第三部分。
8. 設計。
8.1 三個P的挑戰。
8.2 可見性-表達

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