"Applied Software Project Management", Andrew Stellman/Jennifer
Greene, 2006, 0-596-00948-8, U$39.95/C$55.95
%A Andrew Stellman www.stellman-greene.com
%A Jennifer Greene www.stellman-greene.com
%C 103 Morris Street, Suite A, Sebastopol, CA 95472
%I O'Reilly & Associates, Inc.
%O U$39.95/C$55.95 800-998-9938 fax: 707-829-0104 info@...
%O Audience i+ Tech 2 Writing 2 (see revfaq.htm for explanation)
%P 308 p.
%T "Applied Software Project Management"
Chapter one is an introduction to both the book and the topic, with a
good list of fundamental principles.
Part one concentrates on tools and techniques. Chapter two delves
into software project planning, going over standard documents and
agreements in the process, and reviewing the common causes of
difficulties. Estimation is often considered either a black art or
total fiction, and chapter three notes techniques that can be used to
increase accuracy. There are also details of the Wideband Delphi
method of consensus and appraisal. Chapter four provides practical
advice on building a schedule, as well as noting what can go wrong.
Components of different types of reviews are given in chapter five.
Software requirements are vital, and chapter six outlines the use case
and SRS (Software Requirements Specification) tools, as well as
looking into change control and how best to implement software
requirements practices. Although chapter seven is entitled "Design
and Programming," it really talks about version control utilities,
refactoring, unit testing, and build control. (While these are
important, and infrequently dealt with, they don't make up the whole
topic area.) A number of the most important factors in software
testing; including test plans, execution, environment, followup,
automation, and effective use of testing; are in chapter eight.
Part two is about using project management effectively. Chapter nine
looks at understanding change, and notes various reasons for
resistance to change, but also provides useful ways to deal with the
problem. Like chapter one, chapter ten's review of management and
leadership lists foundational principles as well as what to do, and
what not to do. Managing outsourced projects, in chapter eleven,
gives good advice, but much of it takes back work that companies
wanted to outsource in the first place. Various views, thoughts,
processes, and standards to do with process improvement are in chapter
Little of the material in this book is new, but it is a useful and
handy reminder, compiled in a single volume. Stellman and Greene have
provided a guide for the newcomer to software project management, and
a reference for experienced managers who are willing to think that
they might be able to improve the way they are doing things.
copyright Robert M. Slade, 2006 BKAPSWPM.RVW 20060827
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