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Software Project Management for Dummies

ISBN-10: 0471749346
ISBN-13: 9780471749349
Edition: 2006
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Description: The increase in project outsourcing has forced traditional programmers to take on the role of project managers and quickly learn how to manage software projects The author discusses all of the essentials in widely accepted project management  More...

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Book details

List price: $24.99
Copyright year: 2006
Publisher: John Wiley & Sons, Incorporated
Publication date: 10/9/2006
Binding: Paperback
Pages: 390
Size: 7.50" wide x 9.25" long x 1.00" tall
Weight: 1.584
Language: English

The increase in project outsourcing has forced traditional programmers to take on the role of project managers and quickly learn how to manage software projects The author discusses all of the essentials in widely accepted project management methodology, from managing programmers to assessing and eliminating risk The book covers the iterative development model, using Microsoft Project 2003, as well as a variety of methodologies including eXtreme, open source, SQA testing, software life cycle management, and more The companion Web site contains tools, case studies and other resources to help even novices get up and running

Introduction
About This Book
Who Should Read This Book?
How This Book Is Organized
Starting Your Software Project
Planning Your Software Project
Executing Your Software Project Plan
Controlling Your Software Project
Closing Your Software Project
The Part of Tens
Appendix
Icons Used in This Book
Where to Go from Here
Starting Your Software Project
Examining the Big Picture of Project Management
Defining Software Projects
Defining Software Project Management
Comparing Projects and Operations
Examining Project Constraints
Understanding Universal Constraints (Time, Cost, and Scope)
Managing time constraints
Managing cost constraints
Managing the scope
Controlling Scope Creep
Making Sense of Project Success (Or Failure)
Starting and Finishing Software Projects
Understanding What Makes Software Project Management So Special
Breaking Moore's Law
Dealing with Moore
Dealing with the first-time, first-use penalty
Initiating a Software Project
Identifying the Project Purpose
Talking to the stakeholders
Reaching project consensus
Dealing with Politics
Moving from Here to There
Initiating the project
Planning the project
Examining project planning approaches
Executing the project
Controlling the project
Closing the project
Living with Stakeholders
Loving your project team
Loving your project sponsor
Balancing stakeholder expectations
Completing a Project Feasibility Study
What feasibility studies do (and don't do)
Finding a feasibility consultant
Understanding How Executives Select Projects
Using the benefit comparison selection model
Using a scoring model
Facing a murder board
Finding a project's ROI
Writing the Product Description
Making Your Project Wish List
Finding the ideal tools
Building a dream team
Finding a preferred vendor
Recognizing Doomed Projects
Creating the Software Scope
Understanding Product Scope and Project Scope
Completing stakeholder analysis
Interviewing stakeholders now to avoid surprises later
Managing Stakeholder Objectives
Knowing the sources of common conflicts
Resolving common conflicts
Building the Software Scope
Dealing with regulations and options
Dealing with project constraints
Getting to the signature
Creating the Project Scope
Knowing what the project scope statement must include
What a project scope doesn't include
Creating a Work Breakdown Structure
Creating your very own WBS
Making updates to the WBS
Using a code of accounts
Planning Your Software Project
Planning for Communications
The Importance of Communicating Effectively
Ensuring accurate communication
How not to communicate
Care and Feeding of Nerds
Avoiding Communication Breakdowns
Facing the risks of communication meltdowns
Managing communications across the enterprise
Calculating the Communication Channels
Building an Effective Communication Management Plan
Knowing the six things every communication plan needs
The communication responsibility matrix: Determining who communicates to whom
Setting up ten-minute meetings
Defining Who Needs What Information
What executives want to hear
What functional managers need to hear
What your project team needs to hear
What you need to hear
Defining When Communication Is Needed
Creating a communication schedule
Hosting team and stakeholder meetings
Defining Communication Modalities
Modalities for formal communication
Modalities for informal communication
Automating communications
Planning for Software Project Risks
Identifying Pure and Business Risks
Dealing with pure risks in software projects
Assessing business risks
Accepting everyday technology risks with your software project
Determining Stakeholder Risk Tolerance
Mitigating Risks Early On
Managing Risks in Your Organization
Identifying risks
Ranking risks
Relying on Quantitative Analysis
Creating a Contingency Reserve
Using Software Models for Risk Management
Using the waterfall model
Using the spiral model
Using the V model
Using the scrum development model
Preparing a Risk Response Plan
Avoiding risks
Transferring risks
Mitigating risks
Accepting the risks
Examining Risk Responses and Impacts
Handling the ripple effect of risk response
Getting to say, "I told you so!"
Planning for Software Quality
Defining Quality
Referring to the product scope
Referring to the project scope
Avoiding gold-plated software
Examining quality versus grade
Working with a Quality Policy
Working ISO programs
Getting a Total Quality Management workout
Slipping into the sixth sigma
Using homegrown, in-house quality solutions
Balancing Time, Cost, and Quality
Examining optimal quality
Considering quality when making changes
Building the Project Team
Determining Your Project Needs
Revisiting the work breakdown structure
Creating a roles and responsibilities matrix
Finding the Talent
Asking the Right Questions (In the Right Way)
Asking questions that facilitate resource management
Asking questions that facilitate leadership potential
Finding a star
Working with organizational structures
Determining Who Is Really in Charge
Functioning in a functional organization
Mixing it up in a matrix
Prospering in the projectized structure
Cooling in a composite structure
Hosting Your First Project Team Meeting
Working with Organizational Policies
Creating Project Time Estimates
Organizing Information Before You Build a Timeline
Understanding the Importance of a Project Network Diagram
Preparing to Create Your PND
Determining What May Happen - and When
Factoring in external dependencies
Putting together all the pieces
Relying on network templates
Identifying subnets and fragnets
Using Historical Information to Complete Inexact Activity Time Estimates
Identifying Activity Duration Influencers
Documenting project assumptions
Documenting project constraints
Considering the project risks
Considering resource requirements and capabilities
Anticipating the first-time, first-use penalty
Making the Project Duration Estimate
Creating a rough order of magnitude estimate
Creating an analogous estimate
Creating a parametric estimate
Estimating Do's and Don'ts
Using PERT for the Most Accurate Estimates
Knowing What to Say if the Boss Wants an Estimate Now
Understanding the Way PND Paths Interact
Calculating the critical path
Calculating float
Applying float to the project
Creating the Project Schedule
Working with the project calendar
Working with a resource calendar
Using resource-leveling heuristics
Crashing and fast tracking your project
Building Your Project Budget
Creating Cost Estimates
Using the right resources (and using them wisely)
Creating a rough estimate
Creating a budget estimate
Creating a definitive estimate
Creating an Accurate Estimate
Considering Project Profitability
Planning for Contingencies
Controlling Project Costs
Understanding accounting blue dollars
Understanding work-for-hire accounting
Following simple strategies to manage project expenses
Having More Project than Cash
Completing root cause analysis
Reducing the project scope
Begging for cash
Recognizing Budgetary Problems Before You Get to the Root Cause Analysis Stage
Dealing with a Budget Problem that Your Bosses Know about (But Haven't Addressed)
Executing Your Software Project Plan
Working the Project Plan
Authorizing the Project Work
Creating a work authorization system
Using a project management information system
Ensuring Quality in Execution
Understanding the Interoperability of the Quality Management Plan
Following Quality Assurance
Following the Quality Policy
Managing Software Project Risks
Gathering the ingredients for a solid risk management plan
Examining typical risks
Getting a plan together
Gathering information to identify real risks
Monitoring and Controlling Risks
Managing Secondary and Residual Risks
Documenting Risk Management Effectiveness
Working with Project People
Examining the Phases of Team Development
Understanding the life cycle of a typical project team
Making a team out of a group of people
Training the project team
Doing Some Fun Team-Building Exercises
Managing Project Conflicts
Dealing with stakeholders
Dealing with project team members
Documenting project conflicts and resolutions
Using Your Super Magic Project Manager Powers
Forcing a decision
Relying on expert power
Using coercive power
Rewarding the project team
You and Your Positional Power
Procuring Goods and Services
Finding a Vendor
Using RFIs to solicit vendors
Hosting a bidders' conference
A day in the life of a bidders' conference
Setting up criteria for RFPs
Selecting the Vendor
Considering market conditions
Using a screening system
Using the help of others
Implementing a weighting system
Negotiating for the Best Solution
Starting with price
Considering time, cost, and quality issues
Administering Contracts
Selecting the contract type
Writing the terms and conditions
Creating the statement of work
Solving problems and compromising
Closing the Vendor Contract
Auditing the goods and services
Signing off for the procured goods and services
Controlling Your Software Project
Managing Changes to the Software Project
Introducing the Controlling Process Group
Controlling the Project Scope
Examining the project scope
Creating and following a change control system
Determining the value of the proposed change
Correcting mistakes
Controlling Project Costs
Managing project cost variances
Estimating the cost of change
Forecasting variance
Controlling the Project Schedule
Managing project time variances
Estimating impact of change on the project schedule
Forecasting schedule variances
Using Earned Value Management in Software Projects
Defining Earned Value Management
Understanding what earned value is (and isn't)
Discovering the other pieces of the EV formula
Determining a project's worth
Discovering the Earned Value Management Formulas
Playing with Values
Calculating your PV
Calculating earned value
Calculating your AC
Creating a new EAC
Determining the estimate to complete the project
Uh-oh! What's your variance?
Finding your cost and schedule performance indexes
Tracking Project Performance
Planning Project Metrics
Establishing project goals
Planning for project metrics
Determining realistic project milestones
Implementing a Tracking Plan
Using project baselines
Stressing accuracy in reporting
Using a Project Management Information System
Tracking Project Performance
Using earned value management
Creating Pareto charts
Creating control charts
Communicating Project Performance
Relying on the communication management plan
Automating project communications
Hosting status meetings
Sharing good and bad news
Closing Your Software Project
Finalizing the Project Management Processes
Closing the Software Project
Completing quality control
Completing scope verification
Closing Out Vendor Contracts
Auditing vendors' work and deliverables
Paying the bills
Completing the Project (Or at Least Transferring It to Someone Else)
Celebrating!
Releasing project team members from the project team
Case Study: Completing a Project Post Mortem
Documenting Your Software Project
Using Teamwork When Writing Documentation
Completing the Lessons Learned Documentation
Getting your historical information together at the beginning of a project
Creating a lessons learned spreadsheet at the beginning of the project
Organizing Your Lessons Learned Document
Organizing the summary of your document
Organizing the meat of the document
Organizing your references, contributors, and resources
Documenting the project's successes
Documenting the project's failures
Documenting the better approach
Offering advice for future project managers
Creating the User Manual and Help System
Using the project scope as a reference
Establishing operational transfer
Avoiding helpless help systems
The Part of Tens
Ten Ways to Make Your Software Project Crash and Burn
Failing to Plan
Ignoring Risk Management
Letting Your Ego Lead the Project
Letting Your Iron Triangle Melt
Hiding from the Project Team
Hovering over the Project Team
Creating Unrealistic Schedules
Consistently Being Inconsistent
Doing Nothing
Being a Wimp
Ten Ways to Make Any Software Project Better
Asking the Right Questions
Being a Good Communicator
Showing Your Leadership Skills
Creating the Right Project Plan
Finding the Correct Sponsor
Recognizing Failure Before It Arrives
Planning, Planning, and a Little More Planning
Documenting Your Project Even if You Don't Want To
Hosting a Successful Project Meeting
Establishing Project Rules Before the Project Begins
Communicating Good and Bad News
Formal Project Management Training and Certification
Getting Up Close and Personal with the Project Management Institute
Finding Out Whether the Project Management Professional Certification Is for You
Understanding what a PMP certification says to others
Understanding what the PMP certification gets you
Getting started
What Is the CAPM Certification?
Deciding between the PMP and the CAPM
Index

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