Software project management:
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London [u.a.]
McGraw-Hill
2009
|
| Ausgabe: | 5. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVII, 392 Seiten Illustrationen, Diagramme 25 cm |
| ISBN: | 0077122798 9780077122799 |
Internformat
MARC
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Datensatz im Suchindex
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| adam_text | Detailed Table of Contents Preface Guided tour Technology to enhance learning and teaching Acknowledgements 1 Introduction to software project management 1.1 Introduction 1.2 Why is software project management important? 1.3 What is a project? 1.4 Software projects versus other types of project 1.5 Contract management and technical project management 1.6 Activities covered by software project management 1.7 Plans, methods and methodologies 1.8 Some ways of categorizing software projects 1.9 Stakeholders 1.10 Setting objectives 1.11 The business case 1.12 Project success and failure 1.13 What is management? 1.14 Management control 1.15 Conclusion Annex 1 Contents list for a project plan 1.16 Further exercises 2 Project evaluation and programme management 2.1 Introduction 2.2 A business case 2.3 Project portfolio management 2.4 Evaluation of individual projects 2.5 Cost-benefit evaluation techniques 2.6 Risk evaluation 2.7 Programme management 2.8 Managing the allocation of resources within programmes x 2.9 xii xiv xvii 2.10 2.11 2.12 ? 7 2.13 2.14 2.15 2 2 4 5 5 8 9 77 77 13 74 75 76 18 18 19 21 27 22 24 26 28 34 38 39 Strategic programme management Creating a programme Aids to programme management Some reservations about programme management Benefits management Conclusion Further exercises An overview of project planning 3.1 Introduction to Step Wise project planning 3.2 Step 0: Select project 3.3 Step 1 : Identify project scope and objectives 3.4 Step 2: Identify project infrastructure 3.5 Step 3: Analyse project characteristics 3.6 Step 4: Identify project products and
activities 3.7 Step 5: Estimate effort for each activity 3.8 Step 6: Identify activity risks 3.9 Step 7: Allocate resources 3.10 Step 8: Review/publicize plan 3.11 Steps 9 and 10: Execute plan/lower levels of planning 3.12 Conclusion 3.13 Further exercises Selection of an appropriate project approach 4.1 Introduction 4.2 Build or buy? 4.3 Choosing methodologies and technologies 4.4 Choice of process models 4.5 Structure versus speed of delivery 4.6 The waterfall model 4.7 The spiral model 4.8 Software prototyping 4.9 Other ways of categorizing prototypes 4.10 Incremental delivery 40 40 43 45 45 47 48 49 49 53 53 55 58 60 65 67 68 69 70 77 77 73 73 74 76 81 81 82 84 84 86 88 VI!
viii Detailed Table of Contents 4.11 Agile methods 4.12 Atern/Dynamic Systems Development Method 4.13 Extreme programming (XP) 4.14 Managing iterative processes 4.15 Selecting the most appropriate process model 4.16 Conclusion 4.17 Further exercises 92 93 95 99 100 101 101 5 Software effort estimation 5.1 Introduction 5.2 Where are estimates done? 5.3 Problems with over- and under estimates 5.4 The basis for software estimating 5.5 Software effort estimation techniques 5.6 Bottom-up estimating 5.7 The top-down approach and parametric models 5.8 Expert judgement 5.9 Estimating by analogy 5.10 Albrecht function point analysis 5.11 Function points Mark II 5.12 COSMIC full function points 5.13 COCOMO 13: a parametric productivity model 5.14 Conclusion 5.15 Further exercises 103 103 105 6 Activity planning 6.1 Introduction 6.2 The objectives of activity planning 6.3 When to plan 6.4 Project schedules 6.5 Projects and activities 6.6 Sequencing and scheduling activities 6.7 Network planning models 6.8 Formulating a network model 6.9 Adding the time dimension 6.10 The forward pass 6.11 The backward pass 6.12 Identifying the critical path 6.13 Activity float 6.14 Shortening the project duration 6.15 Identifying critical activities 6.16 Activity-on-arrow networks 6.17 Conclusion 6.16 Further exercises 129 129 107 108 108 109 111 112 113 114 117 119 120 125 126 130 131 131 133 138 139 140 144 146 146 148 150 150 151 151 160 160 7 Risk management 7.1 Introduction 7.2 Risk 7.3 Categories of risk 7.4 A framework for dealing with risk 7.5 Risk identification 7.6 Risk assessment 7.7 Risk
planning 7.8 Risk management 7.9 Evaluating risks to the schedule 7.10 Applying the PERT technique 7.11 Monte Carlo simulation 7.12 Critical chain concepts 7.13 Conclusion 7.14 Further exercises 162 162 163 165 8 Resource allocation 8.1 Introduction 8.2 The nature of resources 8.3 Identifying resource requirements 8.4 Scheduling resources 8.5 Creating critical paths 8.6 Counting the cost 8.7 Being specific 8.8 Publishing the resource schedule 8.9 Cost schedules 8.10 The scheduling sequence 8.11 Conclusion 8.12 Further exercises 192 192 194 9 Monitoring and control 9.1 Introduction 9.2 Creating the framework 9.3 Collecting the data 9.4 Visualizing progress 9.5 Cost monitoring 9.6 Earned value analysis 9.7 Prioritizing monitoring 9.8 Getting the project back to target 9.9 Change control 9.10 Conclusion 9.11 Further exercises 10 Managing contracts 10.1 Introduction 10.2 Types of contract 10.3 Stages in contract placement 10.4 Typical terms of a contract 10.5 Contractmanagement 166 166 168 172 173 176 176 182 183 188 188 195 197 201 202 203 204 204 207 209 209 212 212 213 216 218 222 223 229 229 232 235 235 236 236 237 243 247 250
Detailed Table of Contents 10.6 Acceptance 10.7 Conclusion 10.8 Further exercises Managing people in software environments 11.1 11.2 11.3 Introduction Understanding behaviour Organization behaviour: a background 11.4 Selecting the right person for the job 11.5 Instruction in the best methods 11.6 Motivation 11.7 The Oldham-Hackman job characteristics model 11.8 Stress 11.9 Health and safety 11.10 Some ethical and professional concerns 11.11 Conclusion 11.12 Further exercises Working in teams 12.1 12.2 12.3 12.4 12.5 Introduction Becoming a team Decisionmaking Organizational structures Coordination dependencies 251 252 252 254 254 256 12.6 12.7 12.8 12.9 12.10 12.11 13 Software quality 257 13.1 13.2 258 13.3 261 261 13.4 13.5 13.6 264 265 266 267 269 269 271 271 273 276 281 283 Dispersed and virtual teams Communication genres Communication plans Leadership Conclusion Further exercises 13.7 13.8 13.9 13.10 13.11 13.12 13.13 Introduction The place of software quality in project planning The importance of software quality Defining software quality ISO 9126 Product versus process quality management Quality management systems Process capability models Techniques to help enhance software quality Testing Quality plans Conclusion Further exercises Appendix A PRINCE2 - an overview Appendix В Answer pointers Further reading Index 284 286 288 289 292 292 293 293 294 295 295 298 304 306 308 314 319 322 323 323 325 337 375 379 ix
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| adam_txt |
Detailed Table of Contents Preface Guided tour Technology to enhance learning and teaching Acknowledgements 1 Introduction to software project management 1.1 Introduction 1.2 Why is software project management important? 1.3 What is a project? 1.4 Software projects versus other types of project 1.5 Contract management and technical project management 1.6 Activities covered by software project management 1.7 Plans, methods and methodologies 1.8 Some ways of categorizing software projects 1.9 Stakeholders 1.10 Setting objectives 1.11 The business case 1.12 Project success and failure 1.13 What is management? 1.14 Management control 1.15 Conclusion Annex 1 Contents list for a project plan 1.16 Further exercises 2 Project evaluation and programme management 2.1 Introduction 2.2 A business case 2.3 Project portfolio management 2.4 Evaluation of individual projects 2.5 Cost-benefit evaluation techniques 2.6 Risk evaluation 2.7 Programme management 2.8 Managing the allocation of resources within programmes x 2.9 xii xiv xvii 2.10 2.11 2.12 ? 7 2.13 2.14 2.15 2 2 4 5 5 8 9 77 77 13 74 75 76 18 18 19 21 27 22 24 26 28 34 38 39 Strategic programme management Creating a programme Aids to programme management Some reservations about programme management Benefits management Conclusion Further exercises An overview of project planning 3.1 Introduction to Step Wise project planning 3.2 Step 0: Select project 3.3 Step 1 : Identify project scope and objectives 3.4 Step 2: Identify project infrastructure 3.5 Step 3: Analyse project characteristics 3.6 Step 4: Identify project products and
activities 3.7 Step 5: Estimate effort for each activity 3.8 Step 6: Identify activity risks 3.9 Step 7: Allocate resources 3.10 Step 8: Review/publicize plan 3.11 Steps 9 and 10: Execute plan/lower levels of planning 3.12 Conclusion 3.13 Further exercises Selection of an appropriate project approach 4.1 Introduction 4.2 Build or buy? 4.3 Choosing methodologies and technologies 4.4 Choice of process models 4.5 Structure versus speed of delivery 4.6 The waterfall model 4.7 The spiral model 4.8 Software prototyping 4.9 Other ways of categorizing prototypes 4.10 Incremental delivery 40 40 43 45 45 47 48 49 49 53 53 55 58 60 65 67 68 69 70 77 77 73 73 74 76 81 81 82 84 84 86 88 VI!
viii Detailed Table of Contents 4.11 Agile methods 4.12 Atern/Dynamic Systems Development Method 4.13 Extreme programming (XP) 4.14 Managing iterative processes 4.15 Selecting the most appropriate process model 4.16 Conclusion 4.17 Further exercises 92 93 95 99 100 101 101 5 Software effort estimation 5.1 Introduction 5.2 Where are estimates done? 5.3 Problems with over- and under estimates 5.4 The basis for software estimating 5.5 Software effort estimation techniques 5.6 Bottom-up estimating 5.7 The top-down approach and parametric models 5.8 Expert judgement 5.9 Estimating by analogy 5.10 Albrecht function point analysis 5.11 Function points Mark II 5.12 COSMIC full function points 5.13 COCOMO 13: a parametric productivity model 5.14 Conclusion 5.15 Further exercises 103 103 105 6 Activity planning 6.1 Introduction 6.2 The objectives of activity planning 6.3 When to plan 6.4 Project schedules 6.5 Projects and activities 6.6 Sequencing and scheduling activities 6.7 Network planning models 6.8 Formulating a network model 6.9 Adding the time dimension 6.10 The forward pass 6.11 The backward pass 6.12 Identifying the critical path 6.13 Activity float 6.14 Shortening the project duration 6.15 Identifying critical activities 6.16 Activity-on-arrow networks 6.17 Conclusion 6.16 Further exercises 129 129 107 108 108 109 111 112 113 114 117 119 120 125 126 130 131 131 133 138 139 140 144 146 146 148 150 150 151 151 160 160 7 Risk management 7.1 Introduction 7.2 Risk 7.3 Categories of risk 7.4 A framework for dealing with risk 7.5 Risk identification 7.6 Risk assessment 7.7 Risk
planning 7.8 Risk management 7.9 Evaluating risks to the schedule 7.10 Applying the PERT technique 7.11 Monte Carlo simulation 7.12 Critical chain concepts 7.13 Conclusion 7.14 Further exercises 162 162 163 165 8 Resource allocation 8.1 Introduction 8.2 The nature of resources 8.3 Identifying resource requirements 8.4 Scheduling resources 8.5 Creating critical paths 8.6 Counting the cost 8.7 Being specific 8.8 Publishing the resource schedule 8.9 Cost schedules 8.10 The scheduling sequence 8.11 Conclusion 8.12 Further exercises 192 192 194 9 Monitoring and control 9.1 Introduction 9.2 Creating the framework 9.3 Collecting the data 9.4 Visualizing progress 9.5 Cost monitoring 9.6 Earned value analysis 9.7 Prioritizing monitoring 9.8 Getting the project back to target 9.9 Change control 9.10 Conclusion 9.11 Further exercises 10 Managing contracts 10.1 Introduction 10.2 Types of contract 10.3 Stages in contract placement 10.4 Typical terms of a contract 10.5 Contractmanagement 166 166 168 172 173 176 176 182 183 188 188 195 197 201 202 203 204 204 207 209 209 212 212 213 216 218 222 223 229 229 232 235 235 236 236 237 243 247 250
Detailed Table of Contents 10.6 Acceptance 10.7 Conclusion 10.8 Further exercises Managing people in software environments 11.1 11.2 11.3 Introduction Understanding behaviour Organization behaviour: a background 11.4 Selecting the right person for the job 11.5 Instruction in the best methods 11.6 Motivation 11.7 The Oldham-Hackman job characteristics model 11.8 Stress 11.9 Health and safety 11.10 Some ethical and professional concerns 11.11 Conclusion 11.12 Further exercises Working in teams 12.1 12.2 12.3 12.4 12.5 Introduction Becoming a team Decisionmaking Organizational structures Coordination dependencies 251 252 252 254 254 256 12.6 12.7 12.8 12.9 12.10 12.11 13 Software quality 257 13.1 13.2 258 13.3 261 261 13.4 13.5 13.6 264 265 266 267 269 269 271 271 273 276 281 283 Dispersed and virtual teams Communication genres Communication plans Leadership Conclusion Further exercises 13.7 13.8 13.9 13.10 13.11 13.12 13.13 Introduction The place of software quality in project planning The importance of software quality Defining software quality ISO 9126 Product versus process quality management Quality management systems Process capability models Techniques to help enhance software quality Testing Quality plans Conclusion Further exercises Appendix A PRINCE2 - an overview Appendix В Answer pointers Further reading Index 284 286 288 289 292 292 293 293 294 295 295 298 304 306 308 314 319 322 323 323 325 337 375 379 ix |
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| isbn | 0077122798 9780077122799 |
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| spelling | Hughes, Bob Verfasser aut Software project management Bob Hughes and Mike Cotterell 5. ed. London [u.a.] McGraw-Hill 2009 XVII, 392 Seiten Illustrationen, Diagramme 25 cm txt rdacontent n rdamedia nc rdacarrier Projektmanagement (DE-588)4047441-0 gnd rswk-swf Softwareentwicklung (DE-588)4116522-6 gnd rswk-swf Softwareentwicklung (DE-588)4116522-6 s Projektmanagement (DE-588)4047441-0 s DE-604 Cotterell, Mike Verfasser aut Digitalisierung UB Passau - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=032477990&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| title | Software project management |
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| title_full | Software project management Bob Hughes and Mike Cotterell |
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| title_short | Software project management |
| title_sort | software project management |
| topic | Projektmanagement (DE-588)4047441-0 gnd Softwareentwicklung (DE-588)4116522-6 gnd |
| topic_facet | Projektmanagement Softwareentwicklung |
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