Managing programming project : people and processes, 3rd ed 1996

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Language: Anglais
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372 p. · Paperback
Introduction. Definition. Design. Program-ming. System test. Acceptance. Migration. Operation. Special considerations. Impact.


List of Figures.


Preface to the Third Edition.


Preface.


Acknowledgments.

PART I. INTRODUCTION.

My Ground Rules.

Your Ground Rules.

Your Contract.

The Nature of the Beast.

The System.

Interactions.

Change.

The Long Run.

Current Techniques.

An Atypical Project.

The Development Cycle.

PART II. DEFINITION.

1. The Definition Process.

First Things First : Defining the Problem.

What, Not How.

Prototypes.

Simulations.

Key Documents.

Attributes of a Good Problem Specification.

The Analysis Team and Its Work.

Sanity Check: Can This Problem Be Solved?

Analysis Techniques I: Structured Methods.

Analysis Techniques II: Object Methods.

Moving into Design.

Defining The Plan.

The Project Plan.

Selecting Project Tools.

Writing Acceptance Criteria.

2. The Manager.

The Manager as Model.

Work a Normal Workday.

Make Your Workplace More Productive.

Don't Hog the Credit.

People Ain't Modules.

Trust Your People.

Stay Technically Competent.

Invite Criticism and Comment.

Act Fast to Right a Wrong.

Reward Technicians the Same as Managers.

Instill the Idea of Service.

Give Up Your Perks.

The Manager as Teacher.

Training Subordinate Managers.

Training Nonmanagers.

Training Yourself.

Salesmanship.

Let Your People Grow.

The Manager as Communicator.

Job Descriptions.

Project Meetings.

Making Meetings Effective.

The Telephone.

Memos and Letters.

Mapmaker and Historian.

Appraising and Fund-Raising.

Glue Keeper.

Choose Your Weapons.

My Company, Right or Wrong.

Surround Yourself with Excellence.

3. The Analyst.

What The Analyst's Job Isn't. . .

. . . And What The Job Is.

Finding the Customer.

Understanding the Customer's Problem.

Reading.

Interviewing.

Participating.

Analysis as a Team Sport.

Writing It Down.

And in Your Spare Time.

Keeping Solutions in Mind.

Getting Approval.

So, What Is an Analyst?

When It Can Go Wrong . . .

Some Practical Advice about Managing Analysts.

PART III. DESIGN.

4. The Design Process.

Designing the System.

The Designers.

The Design Environment.

The Role of Architectures.

The Design Specification.

Design the Whole System First.

Designing Improves Definition and Vice Versa.

Designing for Integration with Other Systems.

Design Guidelines.

Design Documentation Tools.

Assessing Design Quality.

Complexity.

Project Planning.

Change Management.

Preparation for Testing.

Resource Estimating.

Documentation.

Training.

Design Process Revie
This book is a guide to managing software development. This third edition has been updated to account for increase in computer power, the use of software development tools, and object-oriented environments. It describes a practical, human approach to managing and is intended for managers at all levels who have anything to do with programming.