Applied Software Project Management

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Overview

"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...

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Applied Software Project Management

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Overview

"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:

  • Planning a software project
  • Helping a team estimate its workload
  • Building a schedule
  • Gathering software requirements and creating use cases
  • Improving programming with refactoring, unit testing, and version control
  • Managing an outsourced project
  • Testing software

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 http://www.stellman-greene.com.

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Editorial Reviews

From Barnes & Noble
The Barnes & Noble Review
Managing your first software project? Want to get a whole lot better at it? Read Applied Software Project Management. Andrew Stellman and Jennifer Greene capture the best practices you need to herd even the most challenging “cats” and keep any project moving forward.

The authors work hard to streamline project management and minimize its overhead. They cover the entire lifecycle: defining a vision, building teams, estimating, scheduling, requirements, design, coding, testing, and more.

If you’re struggling to deliver on time and on budget, Part III will help you step back and see the forest. The authors cover issues that keep CIOs awake: leading change, supervising outsourced projects, improving processes. If you want to move up the IT ladder (or even stay on it), you need to understand this stuff. Better sooner than later. Bill Camarda, from the January 2006 Read Only

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Product Details

  • ISBN-13: 9780596009489
  • Publisher: O'Reilly Media, Incorporated
  • Publication date: 10/7/2005
  • Edition description: New Edition
  • Edition number: 1
  • Pages: 324
  • Sales rank: 1,020,635
  • Product dimensions: 7.08 (w) x 9.14 (h) x 0.78 (d)

Meet the Author

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 formed Stellman & Greene Consulting in 2003, with a focus on project management, software development, management consulting and software process improvement. They have worked in a wide range of industries, including finance, telecommunications, media, non-profit, entertainment, natural language processing, science and academia. For more information about them and this book, visit http://www.stellman-greene.com.

Jennifer Greene has managed quality assurance teams at multiple software organizations. Her project experience spans many domains, including academic research, financial services and analysis, natural language processing and grants management. She has been responsible for leading process improvement efforts as well as implementing best practices in defect prevention. She is currently leading a major software test outsourcing effort for MicroEdge.

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Table of Contents

About the Author;
Praise for Applied Software Project Management;
Preface;
Goals of the Book;
Who Should Read This Book;
Comments and Questions;
Safari Enabled;
Acknowledgments;
Chapter 1: Introduction;
1.1 Tell Everyone the Truth All the Time;
1.2 Trust Your Team;
1.3 Review Everything, Test Everything;
1.4 All Software Engineers Are Created Equal;
1.5 Doing the Project Right Is Most Efficient;
1.6 Part I: Tools and Techniques;
1.7 Part II: Using Project Management Effectively;
Part I: Tools and Techniques;
Chapter 2: Software Project Planning;
2.1 Understand the Project Needs;
2.2 Create the Project Plan;
2.3 Diagnosing Project Planning Problems;
Chapter 3: Estimation;
3.1 Elements of a Successful Estimate;
3.2 Wideband Delphi Estimation;
3.3 Other Estimation Techniques;
3.4 Diagnosing Estimation Problems;
Chapter 4: Project Schedules;
4.1 Building the Project Schedule;
4.2 Managing Multiple Projects;
4.3 Use the Schedule to Manage Commitments;
4.4 Diagnosing Scheduling Problems;
Chapter 5: Reviews;
5.1 Inspections;
5.2 Deskchecks;
5.3 Walkthroughs;
5.4 Code Reviews;
5.5 Pair Programming;
5.6 Use Inspections to Manage Commitments;
5.7 Diagnosing Review Problems;
Chapter 6: Software Requirements;
6.1 Requirements Elicitation;
6.2 Use Cases;
6.3 Software Requirements Specification;
6.4 Change Control;
6.5 Introduce Software Requirements Carefully;
6.6 Diagnosing Software Requirements Problems;
Chapter 7: Design and Programming;
7.1 Review the Design;
7.2 Version Control with Subversion;
7.3 Refactoring;
7.4 Unit Testing;
7.5 Use Automation;
7.6 Be Careful with Existing Projects;
7.7 Diagnosing Design and Programming Problems;
Chapter 8: Software Testing;
8.1 Test Plans and Test Cases;
8.2 Test Execution;
8.3 Defect Tracking and Triage;
8.4 Test Environment and Performance Testing;
8.5 Smoke Tests;
8.6 Test Automation;
8.7 Postmortem Reports;
8.8 Using Software Testing Effectively;
8.9 Diagnosing Software Testing Problems;
Part II: Using Project Management Effectively;
Chapter 9: Understanding Change;
9.1 Why Change Fails;
9.2 How to Make Change Succeed;
Chapter 10: Management and Leadership;
10.1 Take Responsibility;
10.2 Do Everything Out in the Open;
10.3 Manage the Organization;
10.4 Manage Your Team;
Chapter 11: Managing an Outsourced Project;
11.1 Prevent Major Sources of Project Failure;
11.2 Management Issues in Outsourced Projects;
11.3 Collaborate with the Vendor;
Chapter 12: Process Improvement;
12.1 Life Without a Software Process;
12.2 Software Process Improvement;
12.3 Moving Forward;
Appendix A: Bibliography;
Chapter 2. Software Project Planning;
Chapter 3. Estimation;
Chapter 4. Project Schedules;
Chapter 5. Reviews;
Chapter 6. Software Requirements;
Chapter 7. Design and Programming;
Chapter 8. Software Testing;
Chapter 9. Understanding Change;
Chapter 10. Management and Leadership;
Chapter 11. Managing an Outsourced Project;
Chapter 12. Process Improvement;
Colophon;

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Customer Reviews

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Sort by: Showing all of 3 Customer Reviews
  • Anonymous

    Posted May 29, 2006

    VERY VERY HIGHLY RECOMMENDED!!

    Do you work for a software organization who where there are chronic problems producing software on schedule and without defects? If you do, then this book is for you! Authors Andrew Stellman and Jennifer Greene, have done an outstanding job of writing a practical book that describes the specific tools, techniques and practices that a project manager needs to put in place in order to run a software project or fix an ailing one. Stellman and Greene, begin by showing you the vision and scope document. Then, the authors cover the wideband delphi estimation process. They continue by covering project schedules. Next, the authors show you how to do an inspection. Then, the authors discuss use cases. Then, they show you how to do configuration management. The authors continue by showing you how to test plans. They also introduce you to practices, tools, and techniques to your organization's culture. Next, the authors show you why it is important to understand responsibility, authority and accountability. Then, they show you how to prevent the most common sources of failure in outsourced projects. Finally, the authors show you why it's important to understand when process improvement is useful and when it isn't. A project manager can use this most excellent book to diagnose and fix the most serious problems that plague software projects. More importantly, this book contains essential project management tools, techniques and practices, which have been optimized to be as straightforward and easy to implement as possible.

    1 out of 1 people found this review helpful.

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  • Anonymous

    Posted April 21, 2006

    Excellent book with real-world experience

    I found this to be an excellent book on software project management. Many of the project management books I have picked up have been either too theory-based or not relevant to the day-to-day problems that exist in software development. I found this book both relevant and practical. This book is divided into two sections. The first section discusses the tools involved in software project management, while the second section discusses how to actually manage a software project effectively. The first section goes through all the tools required to effective manage a software project. The authors dedicate entire chapters to SOW creation, estimation, scheduling, coding (including a discussion on source control providers), and testing. In each chapter, not only do the authors describe the process, but in certain cases, they provide tips to help things go smoother. For example, in the chapter on estimation, the authors provide several different ways to accurately estimate project tasks. I found many of these additional tips very helpful. In the second section of the book, the authors discuss how to effectively manage a software development team using the tools discussed in section one. The authors don¿t specifically use the word ¿agile¿, but I found that most of section two became a discussion on agile practices. Again, the word ¿agile¿ was never used, however, I found it both interesting and refreshing to hear a book on project management discussing how to be adaptable to change. I was very pleased with this book. I thought it was a realistic and well-thought out book on software project management. This book goes a long way toward arming someone with the tools they need to effectively manage a software development project.

    1 out of 1 people found this review helpful.

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  • Anonymous

    Posted December 2, 2005

    Excellent tool for any project manager!

    I've tried many project management processes and have searched through most of the popular literature over the years trying to find the best way to implement real process change. Much of the literature describes the processes well but ignores the implementation entirely. Applied Software Project Management does a wonderful job both describing the various tools and techniques and giving detailed instructions on how to implement them. The book even goes so far as to describing how to implement processes in an organization that is openly hostile to change and/or process in general. I find this book to be an invaluable resource for any project manager. It's great for newbies, who will learn all the vocabulary and process theory. Experienced project managers will learn new tools and techniques as well as innovatives ways of getting them implemented.

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