Muutke küpsiste eelistusi

E-raamat: Complete Software Project Manager - Mastering Technology from Planning to Launch and Beyond: Mastering Technology from Planning to Launch and Beyond [Wiley Online]

  • Formaat: 256 pages
  • Sari: Wiley CIO
  • Ilmumisaeg: 26-Feb-2016
  • Kirjastus: John Wiley & Sons Inc
  • ISBN-10: 1119220017
  • ISBN-13: 9781119220015
Teised raamatud teemal:
  • Wiley Online
  • Hind: 42,24 €*
  • * hind, mis tagab piiramatu üheaegsete kasutajate arvuga ligipääsu piiramatuks ajaks
Complete Software Project Manager - Mastering Technology from Planning to Launch and Beyond: Mastering Technology from Planning to Launch and BeyondSuurem pilt
  • Formaat: 256 pages
  • Sari: Wiley CIO
  • Ilmumisaeg: 26-Feb-2016
  • Kirjastus: John Wiley & Sons Inc
  • ISBN-10: 1119220017
  • ISBN-13: 9781119220015
Teised raamatud teemal:
Wiley Online e-raamatudRohkem infot Wiley Online kohta
Raamatu kodulehekülg: https://onlinelibrary.wiley.com/doi/book/10.1002/9781119220015
Your answer to the software project management gap

The Complete Software Project Manager: From Planning to Launch and Beyond addresses an interesting problem experienced by today's project managers: they are often leading software projects, but have no background in technology. To close this gap in experience and help you improve your software project management skills, this essential text covers key topics, including: how to understand software development and why it is so difficult, how to plan a project, choose technology platforms, and develop project specifications, how to staff a project, how to develop a budget, test software development progress, and troubleshoot problems, and what to do when it all goes wrong. Real-life examples, hints, and management tools help you apply these new ideas, and lists of red flags, danger signals, and things to avoid at all costs assist in keeping your project on track.

Companies have, due to the nature of the competitive environment, been somewhat forced to adopt new technologies. Oftentimes, the professionals leading the development of these technologies do not have any experience in the tech field—and this can cause problems. To improve efficiency and effectiveness, this groundbreaking book offers guidance to professionals who need a crash course in software project management.

  • Review the basics of software project management, and dig into the more complicated topics that guide you in developing an effective management approach
  • Avoid common pitfalls by perusing red flags, danger signals, and things to avoid at all costs
  • Leverage practical roadmaps, charts, and step-by-step processes
  • Explore real-world examples to see effective software project management in action

The Complete Software Project Manager: From Planning to Launch and Beyond is a fundamental resource for professionals who are leading software projects but do not have a background in technology.

Foreword xvii
Acknowledgments xix
About The Author xxi
Introduction xxiii
Chapter 1 Software Development Explained: Creativity Meets Complexity
1(6)
A Definition of Software Development
1(1)
Why Is Software Development So Difficult? Hint: It's Not Like Building a House
1(1)
The Simple, the Complicated, and the Complex
2(4)
Metaphor #1 Piles of Snow
3(1)
Metaphor #2 The Ikea Desk
4(1)
Metaphor #3 Heart Surgery
5(1)
Using the Three Metaphors in Project Management
6(1)
Chapter 2 Agile, Waterfall, and the Key to Modern Project Management
7(10)
Agile and Waterfall
7(1)
Waterfall
7(1)
Waterfall's Problems
8(1)
The Requirements Requirement
9(1)
Inflexibility
9(1)
Loss of Opportunity and Time to Market
9(1)
Customer Dissatisfaction
10(1)
Agile
10(2)
Lack of Up-Front Planning
12(1)
Lack of Up-Front Costs
12(1)
Stakeholder Involvement
13(1)
Extensive Training
13(1)
Where Agile Works Best
14(1)
The Need for Up-Front Requirements in Many Projects
14(1)
The Real World
15(1)
Agile Enough
15(1)
The Software Development Life Cycle
15(2)
Chapter 3 Project Approaches; Off-the-Shelf and Custom Development; One Comprehensive Tool and Specialized Tools; Phased Launches and Pilots
17(12)
The Custom vs. Off-the-Shelf Approach
18(1)
History
18(1)
The Benefit of Off-the-Shelf
19(1)
Off-the-Shelf Examples
19(1)
Thinking You're Editing When You're Actually Creating
20(1)
Common Challenges with Off-the-Shelf Software
20(1)
Business Compromise
21(1)
Discovering You Made the Wrong Choice with Packaged Software
21(1)
Breaking the Upgrade Path
21(1)
Locked into a Partnership and the Product Roadmap
22(1)
Expense of Off-the-Shelf
22(1)
Where Packaged Software Works Well
23(1)
Frameworks and the Blurring Worlds of Custom and Packaged Software
23(1)
Integrations vs. One Tool for the Job
24(1)
To Phase or Not to Phase
25(1)
Bigger Is Not Always Better
26(1)
The Pilot Approach
26(1)
Why Not Pilot?
27(2)
Chapter 4 Teams and Team Roles and Responsibilities Defined
29(26)
Teams and the Roles on Teams
29(1)
Project Leadership
30(1)
The Key Business Stakeholder
31(1)
The Project Sponsor
31(1)
The Program Manager
32(1)
Project Manager
32(1)
Multiple Project Managers
33(1)
Confusion About the Project Manager Role; It's More Limited than You Think
34(1)
Project Team
34(1)
The Business Analyst
35(1)
User Experience
35(1)
Designer
35(1)
The Programmers
35(1)
Architect
36(1)
Systems Administrator
36(1)
Team Member Choice and Blending Roles
37(1)
Getting All the Roles Covered
37(1)
Real-World Examples for Role-Blending
38(2)
Project Sponsor as Program Manager
38(1)
Program Manager as Business Analyst
39(1)
Front-End Programmer as User Experience
39(1)
Design, UX, and Business Analysis
40(1)
Back-End Programmer as Architect
40(1)
SysAdmin as Architect
40(1)
Professionals and Personalities
40(3)
Programmers
40(1)
Project Managers
41(1)
Business Analysts and User Experience People
42(1)
Architects and Systems Administrators
42(1)
Insource or Outsource: Whether to Staff Roles with Internal People or Get Outside Help
43(1)
The Myth that Insourcing Programming Is Better
43(1)
Inexperience with Projects
44(1)
How Knowledge Goes Stale
44(1)
Outsourced Teams
44(1)
When to Use Internal or External Teams
45(1)
Roles Easiest to Outsource
46(1)
Roles "in the Middle"
46(1)
Roles that Are Usually Internal
47(1)
Vendors and Hiring External Resources
47(1)
Some Tech-Types to Avoid: Dot Communists and Shamans
47(1)
The Shamans
48(1)
Boundaries, Responsibilities, and Driving in Your Lane
49(1)
Techies Who Don't Drive in Their Lane
50(1)
Business Stakeholders Who Shirk Responsibilities
50(1)
Business Stakeholders, Step Up!
51(1)
Have a Trusted Technology Partner
52(1)
How Best (and Worst) to Work with Your Technology Partner
52(1)
Too Many Cooks
53(2)
Chapter 5 Project Research and Technology Choice: Conflicts at the Start of Projects; Four Additional Project Delays; Initial Pitfalls
55(22)
Choice of Technology, a Definition
56(1)
The Project's Research Phase
56(1)
Current State
56(1)
Integrations and Current State
57(1)
Data and Current State
57(1)
Business Needs
58(1)
Possible Technology Solutions
58(1)
Demos
59(1)
Comparison Grids
59(1)
Talk to Other People, a Journalistic Exercise
60(1)
How Do You Know When Your Research Is Done?
61(1)
Research Reality Check
62(1)
You Can't Run the Control
62(1)
Religious Wars
63(1)
Passion over Reason
64(1)
Business Stakeholders and Controlling Ego
64(1)
How to Stop a Technology Religious War
65(1)
Not So Easy
65(1)
Preventing a Technology Religious War
65(1)
Being Right
66(1)
Stopping a War in Its Tracks
66(1)
Detente and Finally Ending a Technology Religious War
67(1)
Clarity
67(1)
The Role of the CIO
68(1)
Two Most Important Factors in Core Technology Decisions
69(2)
Budget Constraints
69(1)
The Team
69(1)
Choosing Technology and What NOT to Consider: The Future
70(1)
Other Conflicts that Delay the Start of Projects
71(3)
Business Strategy and Organizational Authority
71(2)
Design
73(1)
Blue Sky
73(1)
Overanalysis
74(1)
The Project Charter, a Key Document
74(3)
Chapter 6 Final Discovery: Project Definition, Scope, and Documentation
77(24)
Budgeting and Ongoing Discovery; Discovery Work Is Real Work
78(1)
Budgeting Final Discovery
78(1)
What Discovery Costs
79(1)
What Comes Out of Final Discovery: A Plan
79(1)
Getting to a Plan
80(1)
The Murk
80(1)
Getting Out of the Murk
81(1)
The Plan for the Plan---Company A
82(2)
Hosting
82(1)
Content Entry
82(1)
Search
82(1)
Content Pages and Features
83(1)
Integrations
83(1)
Back-end System
83(1)
Data Migration
84(1)
How Anyone Can Make a Plan for the Plan
84(1)
Different Approaches to Elicit the Plan for the Plan
85(1)
Exception to the Murk
86(1)
Breakout Sessions
87(1)
The Weeds Are Where the Flowers Grow
87(1)
Not All Questions Will Be Answered
88(1)
Agile, Waterfall, and Project Documentation
89(1)
The Scope Document
90(1)
Project Summary
90(1)
Project Deliverables
90(1)
Out of Scope
90(1)
Constraints
91(1)
Assumptions
91(1)
Risks
91(1)
Timeline
92(1)
Budget, Scope, Timelining, and Horse-Trading
93(1)
Metrics
93(1)
What About "the List"?
94(1)
Defining and Visualizing and Project Scope
94(3)
What Usually Happens
95(1)
The Chicken and the Egg
95(2)
Common Questions
97(1)
Where Does Design Fit In?
97(1)
Working with Marketing Stakeholders
98(1)
How You Know You're On the Wrong Track
98(1)
A Word About Ongoing Discovery
99(2)
Chapter 7 Budgeting: The Budgeting Methods: Comparative, Bottom-Up, Top-Down, and Blends: Accurate Estimating
101(14)
An Unpleasant Picture
102(1)
What Goes on Behind the Scenes; a Scene
102(1)
Budgeting Type 1 Comparative Budgeting
103(1)
Gotchas with Comparative Budgeting
104(1)
Budgeting Type 2 Bottom-Up Budgeting
104(1)
The Rub in Bottom-Up Budgeting
105(1)
Budgeting Type 3 Top-Down and Blends
105(1)
Why RFPs Don't Work
106(1)
Accurate Estimating and Comparison Budgeting
107(1)
Effective Estimating in Top-Down and Bottom-Up Budgeting
108(1)
Establish a Base Budget for Programming, Ongoing Discovery, Unit Testing, Debugging, and Project Management
108(1)
Percentages of Each
108(1)
Programming Hours---Raw and Final
109(1)
The Math Part
109(2)
Additional Items to Consider
111(1)
Budgeting and Conflicts
112(3)
Chapter 8 Project Risks: The Five Most Common Project Hazards and What to Do About Them; Budgeting and Risk
115(14)
Five Always-Risky Activities
116(3)
Integration
116(1)
Data Migration
117(1)
Customization
118(1)
Unproven Technology/Unproven Team
119(1)
Too-Large Project
119(1)
Want Versus Need
119(1)
Want Versus Need: Programmers
120(1)
Want Versus Need: Business Stakeholders
120(1)
Optimism Is Not Your Friend in Software Development
120(1)
Beware the Panacea Claim
121(1)
Facing Risks
121(1)
A Few Words About Fault
121(1)
Identifying Risks Up Front
122(1)
Embrace the Snow
122(1)
Talking to Your Boss
123(1)
Hidden Infections
124(1)
Bad Technology Team; Wrong Technology Choice
124(1)
Too Many Opinions and Lack of Leadership
124(1)
The Contingency Factor
125(1)
The Cost of Consequences
125(1)
Contingency Percentage Factors
126(1)
In the Real World
126(1)
The Good News
127(1)
A Common Question
127(1)
Long-Term Working Relationships and Contingency
127(2)
Chapter 9 Communication; Project Communication Strategy; from Project Kickoff to Daily Meetings
129(16)
Project Kickoff
130(1)
Project Kickoff Cast
130(1)
Project Leadership
130(1)
Company Leadership
131(1)
Who Gives the Kickoff?
131(1)
Kickoff Presentation
131(1)
High-Level Project Definition
132(1)
Business Case and Metrics
132(1)
Project Approach
133(1)
Team Members and Roles
133(1)
Project Scope
134(1)
Out-of-Scope
134(1)
Timeline
134(1)
Budget
135(1)
Risks, Cautions, and Disclaimers
136(1)
Monthly Steering Committee
137(1)
Monthly Steering Committee Attendees
137(1)
Monthly Steering Committee Agenda
137(2)
Weekly Project Management Meeting
139(1)
Weekly Project Management Attendees
139(1)
Weekly Project Management Agenda
139(1)
Daily Standup Meeting
140(1)
Well-Run Meetings
140(1)
Insist on Attention
140(1)
Timeliness
140(1)
Getting "into the Weeds"
141(1)
Needs to Be Kicked Upstairs
141(1)
Poor Quality Sound---Speakerphones and Cell Phones
142(1)
Too Much Talk
142(1)
Agenda and Notes
143(2)
Chapter 10 The Project Execution Phase: Diagnosing Project Health; Scope Compromises
145(14)
What Should Be Going on Behind the Scenes
145(1)
The Best Thing You Can Ever Hear: "Wait. What Was It Supposed to Do?"
146(1)
Neutral Corners
147(1)
What If Things Aren't Quiet?
147(1)
Making Decisions
148(1)
How to Listen to the Programmers
149(1)
The Programmer's Prejudice
149(1)
SneakerNet and the Fred Operating System
150(1)
SneakerNet Integrations
150(1)
The Fred Operating System
151(1)
The Hidden Benefits
151(1)
Demos and Iterative Deliverables
151(1)
Why Iterative Deliverables Are Important
151(1)
Why Iterative Deliverables Are Hard
152(1)
What You Can Do to Achieve Iterative Deliverables Even if It's Hard
153(1)
Demos
154(1)
Scope Creep
154(1)
Dealing with Scope Creep; Early Is Better
155(1)
Scope Creep and Budgeting
155(1)
Scope Creep and Governance
155(1)
Types of Scope Creep
156(1)
Scope Creep and the Team
157(2)
Chapter 11 First Deliverables: Testing, QA, and Project Health Continued
159(10)
The Project's First Third
159(1)
The Second Third
159(1)
A First Real Look at the Software
160(1)
The Trough of FUD
161(2)
Distinguishing a Good Mess from a Bad Mess
163(1)
An Important Checkpoint
163(1)
Getting to Stability
164(1)
First Testing and the Happy Path
164(1)
Quality Assurance
165(1)
Bug Reporting
165(1)
Regression Testing
166(1)
Bugs: Too Many, Too Few
166(1)
Testing: The Right Amount for the Job
166(1)
Too Much Testing?
167(1)
Bug Cleanup Period
167(1)
Timeline So Far
168(1)
Chapter 12 Problems: Identifying and Troubleshooting the Three Most Serious Project Problems; Criteria for Cancellation
169(14)
A Rule About Problems
169(1)
Additional Resources
170(2)
Fault---A Review
172(1)
Common Late-Stage Problems
172(6)
Business User Revolt: "We Talked About It in a Meeting Once"
172(1)
Managing Business User Revolt
173(1)
What If No or Little Documentation Exists?
174(1)
Risk Chickens Come Home to Roost
175(1)
Managing the Risk Chickens
176(2)
When Programmers Ask for More Time
178(1)
Lurking Infections
178(2)
Bad Technology Team
179(1)
How to Manage a Bad Technology Team
179(1)
Wrong Technology Choice
180(1)
Managing a Wrong Technology Choice
180(1)
The Sunk-Cost Bias
181(1)
Lack of Leadership
181(2)
Managing Lack of Leadership
181(2)
Chapter 13 Launch and Post-Launch: UAT, Security Testing, Performance Testing, Go Live, Rollback Criteria, and Support Mode
183(18)
User Acceptance Testing: What It Is and When It Happens
183(2)
Controlling UAT and "We Talked About It in a Meeting Once," Part Deux
185(1)
Classifying UAT Feedback
185(1)
Bugs
186(1)
Not Working as Expected---The Trickiest Category
186(1)
Request for Improvement
187(1)
Feature Request
188(1)
Conflict Resolution and Final Launch List
188(1)
Load Testing
189(1)
Performance Testing
189(1)
Security Testing
189(5)
Sign-Off
194(1)
Questions to Ask Regarding Launch Readiness
195(1)
Not Knowing Is Not Acceptable
195(1)
Criteria for Rollback
196(1)
Singing the Post-Launch Blues
196(2)
Was It All a Big Mistake?
198(1)
Metrics
198(1)
Ongoing Development
198(1)
Surviving the Next One
199(2)
Appendix 201(14)
Glossary 215(8)
Index 223
ANNA P. MURRAY, a nationally recognized technology consultant, speaker, and blogger, is president of emedia, a provider of software development, high-level technology consulting, and project and program management. She is a double winner of the Stevie Award for Women in Business, a recipient of a Mobile Marketing Association award for mobile app development, and Folio's Top Women in Media award.
Püsilink: https://www.kriso.ee/db/9781119220015_pe.html
Märksõnad: