Evaluating project decisions : case studies in software engineering

Format:

Book

Author/Creator:

Hoover, Carol L., Author.

Contributor:

Taran, Gil, Contributor.

Rosso-Llopart, Mel, Contributor.

Language:

English

Subjects (All):

Software engineering--Case studies.

Software engineering.

Project management.

Physical Description:

1 online resource (xxiv, 368 p.) : ill., map.

Edition:

1st edition

Place of Publication:

[Place of publication not identified] Addison Wesley 2010

Language Note:

English

System Details:

text file

Summary:

Effective decisions are crucial to the success of any software project, but to make better decisions you need a better decision-making process. In Evaluating Project Decisions , leading project management experts introduce an innovative decision model that helps you tailor your decision-making process to systematically evaluate all of your decisions and avoid the bad choices that lead to project failure. Using a real-world, case study approach, the authors show how to evaluate software project problems and situations more effectively, thoughtfully assess your alternatives, and improve the decisions you make. Drawing on their own extensive research and experience, the authors bridge software engineering theory and practice, offering guidance that is both well-grounded and actionable. They present dozens of detailed examples from both successful and unsuccessful projects, illustrating what to do and what not to do. Evaluating Project Decisions will help you to analyze your options and ultimately make better decisions at every stage in your project, including: Requirements –Elicitation, description, verification, validation, negotiation, contracting, and management over the software life cycle Estimates –Conceptual solution design, decomposition, resource and overhead allocation, estimate construction, and change management Planning –Defining objectives, policies, and scope; planning tasks, milestones, schedules, budgets, staff and other resources; and managing projects against plans Product –Proper product definition, development process management, QA, configuration management, delivery, installation, training, and field service Process –Defining, selecting, understanding, teaching, and measuring processes; evaluating process performance; and process improvement or optimization In addition, you will see how to evaluate decisions related to risk, people, stakeholder expectations, and global development. Simply put, you’ll use what you learn here on every project, in any industry, whatever your goals, and for projects of any duration, size, or type.

Contents:

Cover

Contents

Preface

Acknowledgments

About the Authors

Chapter 1 Managing Decisions

1.1 Chapter Objectives

1.2 Context

1.3 Decision Model for Software Engineering

CASE STUDY: SOFTWARE TEST RERUN PROBLEM

CASE STUDY: CALIFORNIA BRIDGE PROBLEM

CASE STUDY: UNFAMILIAR LEGACY CODE PROBLEM

CASE STUDY: DATA-PROCESSING PROBLEM

1.4 Summary

Chapter 2 Managing Requirements

2.1 Chapter Objectives

2.2 Context

2.3 Case Studies

CASE STUDY: THE NEW ACCOUNT PROJECT AT HBC

CASE STUDY: ON TIME, WITHIN BUDGET, BUT WRONG

2.4 Summary

Chapter 3 Managing Estimates

3.1 Chapter Objectives

3.2 Context

3.3 Case Studies

CASE STUDY: ESTIMATION AS A TOOL

CASE STUDY: WHEN A TEAM RUNS A RACE

3.4 Summary

Chapter 4 Managing Plans

4.1 Chapter Objectives

4.2 Context

4.3 Case Studies

CASE STUDY: TO REPLAN OR NOT TO REPLAN?

CASE STUDY: MANAGING PLANS IS IN THE DETAILS

4.4 Summary

Chapter 5 Managing Product

5.1 Chapter Objectives

5.2 Context

5.3 Case Studies

CASE STUDY: NEW TECHNOLOGY-IS IT ALWAYS THE BEST?

CASE STUDY: WHY IS THIS PRODUCT WRONG?

5.4 Summary

Chapter 6 Managing Process

6.1 Chapter Objectives

6.2 Context

6.3 Case Studies

CASE STUDY: BANK ON THE VERGE

CASE STUDY: DAMN THE PROCESS, FULL SPEED AHEAD

6.4 Summary

Chapter 7 Managing Risk

7.1 Chapter Objectives

7.2 Context

7.3 Case Studies

CASE STUDY: SEWEB AND RUSSOFT TECHNOLOGIES

CASE STUDY: FALCON EDUTAINMENT AND THE RISKSIM PROJECT

7.4 Summary

Chapter 8 Managing People Interactions

8.1 Chapter Objectives

8.2 Context

8.3 Case Studies

CASE STUDY: TO BE OR NOT TO BE: A SENSE OF URGENCY AT TESTBRIDGE

CASE STUDY: A FRIEND OR FOE AT HANOVER-TECH

8.4 Summary

Chapter 9 Managing Stakeholder Expectations

9.1 Chapter Objectives

9.2 Context.

9.3 Case Studies

CASE STUDY: TCP ENHANCEMENTS AT GIGAPLEX SYSTEMS

CASE STUDY: TOUGH SELL AT HENKEL LABS

9.3 Summary

Chapter 10 Managing Global Development

10.1 Chapter Objectives

10.2 Context

10.3 Case Studies

CASE STUDY: GLOBALLY DISTRIBUTED TEAM: FIBRENET PROJECT

CASE STUDY: MANAGING GLOBAL SOFTWARE DEVELOPMENT AT FIBOPTIA

10.4 Summary

References

Index.

Notes:

Bibliographic Level Mode of Issuance: Monograph

Includes bibliographical references (p. 343-354) and index.

Description based on publisher supplied metadata and other sources.

ISBN:

9786612430596

9780321685636

0321685636

9781282430594

1282430599

9780321685612

032168561X

OCLC:

1027154240