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REVIEW: "Applied Software Project Management", Andrew Stellman/Jennifer Greene

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  • Rob, grandpa of Ryan, Trevor, Devon & Ha
    BKAPSWPM.RVW 20060827 Applied Software Project Management , Andrew Stellman/Jennifer Greene, 2006, 0-596-00948-8, U$39.95/C$55.95 %A Andrew Stellman
    Message 1 of 1 , Oct 13, 2006
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      BKAPSWPM.RVW 20060827

      "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
      %D 2006
      %G 0-596-00948-8
      %I O'Reilly & Associates, Inc.
      %O U$39.95/C$55.95 800-998-9938 fax: 707-829-0104 info@...
      %O http://www.amazon.com/exec/obidos/ASIN/0596009488/robsladesinterne
      http://www.amazon.co.uk/exec/obidos/ASIN/0596009488/robsladesinte-21
      %O http://www.amazon.ca/exec/obidos/ASIN/0596009488/robsladesin03-20
      %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
      twelve.

      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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