| Description |
1 online resource (xix, 351 pages) : illustrations |
| Series |
The pragmatic programmers |
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Pragmatic programmers.
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| Contents |
1 Starting a Project 1 -- 1.1 Define Projects and Project Managers 1 -- 1.2 Manage Your Drivers, Constraints, and Floats 3 -- 1.3 Discuss Your Project Constraints with Your Client or Sponsor 6 -- 1.4 Decide on a Driver for Your Project 7 -- 1.5 Manage Sponsors Who Want to Overconstrain Your Project 9 -- 1.6 Write a Project Charter to Share These Decisions 11 -- 1.7 Know What Quality Means for Your Project 14 -- 2 Planning the Project 17 -- 2.1 Start the Wheels Turning 17 -- 2.2 Plan Just Enough to Start 18 -- 2.3 Develop a Project Plan Template 19 -- 2.4 Define Release Criteria 26 -- 2.5 Use Release Criteria 31 -- 3 Using Life Cycles to Design Your Project 35 -- 3.1 Understanding Project Life Cycles 35 -- 3.2 Overview of Life Cycles 36 -- 3.3 Seeing Feedback in the Project 40 -- 3.4 Larger Projects Might Have Multiple Combinations of Life Cycles 41 -- 3.5 Managing Architectural Risk 45 -- 3.6 Paddling Your Way Out of a Waterfall 47 -- 3.7 My Favorite Life Cycles 48 -- 4 Scheduling the Project 49 -- 4.1 Pragmatic Approaches to Project Scheduling 49 -- 4.2 Select from These Scheduling Techniques 51 -- 4.3 Start Scheduling with a Low-Tech Tool 54 -- 5 Estimating the Work 63 -- 5.1 Pragmatic Approaches to Project Estimation 63 -- 5.2 Milestones Define Your Project's Chunks 76 -- 5.3 How Little Can You Do? 78 -- 5.4 Estimating with Multitasking 78 -- 5.5 Scheduling People to Multitask by Design 79 -- 5.6 Using Rolling-Wave Scheduling 80 -- 5.7 Deciding on an Iteration Duration 81 -- 5.8 Estimating Using Inch-Pebbles Wherever Possible 83 -- 6 Recognizing and Avoiding Schedule Games 87 -- 6.1 Bring Me a Rock 87 -- 6.2 Hope Is Our Most Important Strategy 90 -- 6.3 Queen of Denial 92 -- 6.4 Sweep Under the Rug 95 -- 6.5 Happy Date 97 -- 6.6 Pants on Fire 99 -- 6.7 Split Focus 101 -- 6.8 Schedule Equals Commitment 103 -- 6.9 We'll Know Where We Are When We Get There 105 -- 6.10 The Schedule Tool Is Always Right 107 -- 6.11 We Gotta Have It; We're Toast Without It 110 -- 6.12 We Can't Say No 112 -- 6.13 Schedule Chicken 114 -- 6.14 90% Done 115 -- 6.15 We'll Go Faster Now 117 -- 6.16 Schedule Trance 119 -- 7 Creating a Great Project Team 121 -- 7.1 Recruit the People You Need 121 -- 7.2 Help the Team Jell 123 -- 7.3 Make Your Organization Work for You 126 -- 7.4 Know How Large a Team You Need 129 -- 7.5 Know When to Add More People 131 -- 7.6 Become a Great Project Manager 131 -- 7.7 Know When It's Time to Leave 134 -- 8 Steering the Project 143 -- 8.1 Steer the Project with Rhythm 143 -- 8.2 Conduct Interim Retrospectives 144 -- 8.3 Rank the Requirements 145 -- 8.4 Timebox Requirements Work 148 -- 8.5 Timebox Iterations to Four or Fewer Weeks 151 -- 8.6 Use Rolling-Wave Planning and Scheduling 152 -- 8.7 Create a Cross-Functional Project Team 155 -- 8.8 Select a Life Cycle Based on Your Project's Risks 156 -- 8.9 Keep Reasonable Work Hours 157 -- 8.10 Use Inch-Pebbles 158 -- 8.11 Manage Interruptions 159 -- 8.12 Manage Defects Starting at the Beginning of the Project 161 -- 9 Maintaining Project Rhythm 167 -- 9.1 Adopt or Adapt Continuous Integration for Your Project 167 -- 9.2 Create Automated Smoke Tests for the Build 169 -- 9.3 Implement by Feature, Not by Architecture 170 -- 9.4 Get Multiple Sets of Eyes on Work Products 175 -- 9.5 Plan to Refactor 176 -- 9.6 Utilize Use Cases, User Stories, Personas, and Scenarios to Define Requirements 178 -- 9.7 Separate GUI Design from Requirements 179 -- 9.8 Use Low-Fidelity Prototyping as Long as Possible 180 -- 10 Managing Meetings 183 -- 10.1 Cancel These Meetings 183 -- 10.2 Conduct These Types of Meetings 186 -- 10.3 Project Kickoff Meetings 187 -- 10.4 Release Planning Meetings 187 -- 10.5 Status Meetings 188 -- 10.6 Reporting Status to Management 193 -- 10.7 Project Team Meetings 194 -- 10.8 Iteration Review Meetings 195 -- 10.9 Troubleshooting Meetings 195 -- 10.10 Manage Conference Calls with Remote Teams 197 -- 11 Creating and Using a Project Dashboard 201 -- 11.1 Measurements Can Be Dangerous 201 -- 11.2 Measure Progress Toward Project Completion 204 -- 11.3 Develop a Project Dashboard for Sponsors 227 -- 11.4 Use a Project Weather Report 230 -- 12 Managing Multisite Projects 235 -- 12.1 What Does a Question Cost You? 236 -- 12.2 Identify Your Project's Cultural Differences 237 -- 12.3 Build Trust Among the Teams 238 -- 12.4 Use Complementary Practices on a Team-by-Team Basis 241 -- 12.5 Look for Potential Multisite Project and Multicultural Problems 249 -- 12.6 Avoid These Mistakes When Outsourcing 251 -- 13 Integrating Testing into the Project 255 -- 13.1 Start People with a Mind-Set Toward Reducing Technical Debt 255 -- 13.2 Reduce Risks with Small Tests 256 -- 13.3 TDD Is the Easiest Way to Integrate Testing into Your Project 257 -- 13.4 Use a Wide Variety of Testing Techniques 260 -- 13.5 Define Every Team Member's Testing Role 263 -- 13.6 What's the Right Developer-to-Tester Ratio? 267 -- 13.7 Make the Testing Concurrent with Development 273 -- 13.8 Define a Test Strategy for Your Project 273 -- 13.9 System Test Strategy Template 274 -- 13.10 There's a Difference Between QA and Test 276 -- 14 Managing Programs 279 -- 14.1 When Your Project Is a Program 279 -- 14.2 Organizing Multiple Related Projects into One Release 280 -- 14.3 Organizing Multiple Related Projects Over Time 282 -- 14.4 Managing Project Managers 285 -- 14.5 Creating a Program Dashboard 287 -- 15 Completing a Project 289 -- 15.1 Managing Requests for Early Release 289 -- 15.2 Managing Beta Releases 290 -- 15.3 When You Know You Can't Meet the Release Date 291 -- 15.4 Shepherding the Project to Completion 299 -- 15.5 Canceling a Project 303 -- 16 Managing the Project Portfolio 307 -- 16.1 Build the Portfolio of All Projects 307 -- 16.2 Evaluate the Projects 309 -- 16.3 Decide Which Projects to Fund Now 310 -- 16.4 Rank-Order the Portfolio 310 -- 16.5 Start Projects Faster 311 -- 16.6 Manage the Demand for New Features with a Product Backlog 313 -- 16.7 Troubleshoot Portfolio Management 315 -- A More Detailed Information About Life Cycles 323 -- A.1 Serial Life Cycle: Waterfall or Phase-Gate 323 -- A.2 Iterative Life Cycle: Spiral, Evolutionary Prototyping, Unified Process 327 -- A.3 Incremental Life Cycle: Staged Delivery, Design to Schedule 330 -- A.4 Agile Life Cycles 331 |
| Summary |
Provides advice for managing a software design project, covering such topics as planning and using life cycles, scheduling, creating a project team, managing meetings, integrating testing, and completing a project |
| Bibliography |
Includes bibliographical references (pages 337-341) and index |
| Notes |
Master and use copy. Digital master created according to Benchmark for Faithful Digital Reproductions of Monographs and Serials, Version 1. Digital Library Federation, December 2002. http://purl.oclc.org/DLF/benchrepro0212 MiAaHDL |
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English |
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Print version record |
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digitized 2014 HathiTrust Digital Library committed to preserve pda MiAaHDL |
| Subject |
Project management -- Computer programs.
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Project management -- Computer programs
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Computer software -- Design -- Management.
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Project management.
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| Form |
Electronic book
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| ISBN |
1680503871 |
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9781680503876 |
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1680503863 |
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9781680503869 |
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