000 09040nam a2201189 i 4500
001 5989544
003 IEEE
005 20200421114120.0
006 m o d
007 cr |n|||||||||
008 151221s2004 nju ob 001 eng d
020 _a9780471677772
_qelectronic
020 _a0471677779
020 _z0471674206
_qpaper
020 _z9780471674207
_qprint
024 7 _a10.1109/9780471677772
_2doi
035 _a(CaBNVSL)mat05989544
035 _a(IDAMS)0b00006481624e61
040 _aCaBNVSL
_beng
_erda
_cCaBNVSL
_dCaBNVSL
050 4 _aQA76.76.D47
_bP45 2004eb
100 1 _aPhillips, Dwayne,
_d1958-
245 1 4 _aThe software project manager's handbook :
_bprinciples that work at work /
_cDwayne Phillips.
250 _a2nd ed
264 1 _aLos Alamitos, CA :
_bIEEE Computer Society,
_c2004
264 2 _a[Piscataqay, New Jersey] :
_bIEEE Xplore,
_c[2004]
300 _a1 PDF (450 pages).
336 _atext
_2rdacontent
337 _aelectronic
_2isbdmedia
338 _aonline resource
_2rdacarrier
490 1 _aPractitioners ;
_v60
504 _aIncludes bibliographical references.
505 0 _aPreface -- 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 -- 2.4 Standards -- 2.5 Key Thoughts 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.
505 8 _a9.1 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 -- A.1 OPT Executive Sponsor Memorandum -- A.2 OPT Project Context Document -- A.3 OPT Configuration Management Plan -- A.4 OPT Concept of Operations -- A.5 OPT Software Requirements Specification -- A.6 OPT Software Project Management Plan -- A.7 OPT Software Design Description -- Appendix B Configuration Management -- B.1 Will The Real CM Please Stand Up? -- B.2 The Main Ingredients -- B.3 Baselines -- B.4 CM Activities -- B.5 CM People -- B.6 CM Plan -- B.7 A CM Sketch -- B.8 Summary -- References -- Appendix C Structured Analysis and Design -- C.1 Structured Analysis -- C.2 Structured Design -- References -- Appendix D Annotated Bibliography -- D.1 Process -- D.2 Visibility -- D.3 People -- D.4 Journals -- Index -- About the Author.
506 1 _aRestricted to subscribers or individual electronic text purchasers.
520 _aBring a new level of effectiveness to your software projectsRemember when creating software was fun? It could be again, if you use the methods in this book to help you plan and manage your project. In this new edition of The Software Project Manager's Handbook, expert Dwayne Phillips outlines the fundamental principles that project managers and software practitioners can use to help them succeed on any project. Success on software projects has more to do with how people think individually and in groups than with programming, asserts Phillips. In clear and concise steps, he shows software project managers and their team members how to manage projects effectively by paying attention to four basic principles: . Balancing people, process, and product . Making ideas visible . Applying configuration management properly . Using standards The book describes the requirements, planning, and risk management stages of the development cycle and examines the middle and late stages of development including design, test and integration, and maintenance. Phillips shares proven methods for dealing with common stumbling blocks for managers such as customers who want a voice in the design and endless test-fix cycles, and for planning maintenance so the customer is not left out of the process. Finally, the author examines past projects in detail–demonstrating why some projects were successful and why others failed. Phillips helps you apply these lessons with a "cookbook" formula that walks you step-by-step through a Waterfall, an Evolutionary, and a Spiral project.New material added to each chapter covers current issues including the role of process in software projects and the Agile Methods. The Software Project Manager's Handbook, Second Edition is the most innovative and up-to-date guide to making every software project a complete and painless success.
530 _aAlso available in print.
538 _aMode of access: World Wide Web
588 _aDescription based on PDF viewed 12/21/2015.
650 0 _aComputer software
_xDevelopment.
655 0 _aElectronic books.
695 _aAlgorithms
695 _aBiographies
695 _aBuildings
695 _aBusiness
695 _aCapability maturity model
695 _aCompanies
695 _aComputational modeling
695 _aCoordinate measuring machines
695 _aDictionaries
695 _aDigital signal processing
695 _aDocumentation
695 _aElectric breakdown
695 _aEmployment
695 _aEncoding
695 _aEstimation
695 _aFloods
695 _aForce
695 _aGames
695 _aGovernment
695 _aGuidelines
695 _aHardware
695 _aIEEE Computer Society
695 _aIndexes
695 _aInterviews
695 _aInvestments
695 _aLocal area networks
695 _aLogic gates
695 _aMaintenance engineering
695 _aManuals
695 _aMicrowave integrated circuits
695 _aMonitoring
695 _aObject oriented modeling
695 _aOptimized production technology
695 _aOrganizing
695 _aPersonnel
695 _aPlanning
695 _aProgram processors
695 _aProgramming
695 _aProject management
695 _aReliability
695 _aRisk management
695 _aSchedules
695 _aSections
695 _aSoftware
695 _aSoftware maintenance
695 _aSoftware quality
695 _aSoftware systems
695 _aSpirals
695 _aStandards
695 _aStandards organizations
695 _aTesting
695 _aTiles
695 _aUser interfaces
695 _aWriting
710 2 _aIEEE Xplore (Online Service),
_edistributor.
710 2 _aJohn Wiley & Sons,
_epublisher.
730 0 _aIEEE Xplore (Livres)
776 0 8 _iPrint version:
_z9780471674207
830 0 _aPractitioners ;
_v60
856 4 2 _3Abstract with links to resource
_uhttp://ieeexplore.ieee.org/xpl/bkabstractplus.jsp?bkn=5989544
942 _cEBK
999 _c59722
_d59722