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Full Description
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 optimizationIn 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
Preface xiAcknowledgments xxiAbout the Authors xxiiiChapter 1: Managing Decisions11.1 Chapter Objectives 11.2 Context 11.3 Decision Model for Software Engineering 5Case Study: Software Test Rerun Problem 7Case Study: California Bridge Problem 10Case Study: Unfamiliar Legacy Code Problem 12Case Study: Data-Processing Problem 141.4 Summary 18Chapter 2: Managing Requirements192.1 Chapter Objectives 192.2 Context 192.3 Case Studies 39Case Study: The New Account Project at HBC 39Case Study: On Time, Within Budget, but Wrong 542.4 Summary 65Chapter 3: Managing Estimates673.1 Chapter Objectives 673.2 Context 673.3 Case Studies 77Case Study: Estimation as a Tool 78Case Study: When a Team Runs a Race 843.4 Summary 92Chapter 4: Managing Plans934.1 Chapter Objectives 934.2 Context 934.3 Case Studies 108Case Study: To Replan or Not to Replan? 109Case Study: Managing Plans Is in the Details 1254.4 Summary 137Chapter 5: Managing Product1395.1 Chapter Objectives 1395.2 Context 1395.3 Case Studies 146Case Study: New Technology-Is It Always the Best? 147Case Study: Why Is This Product Wrong? 1595.4 Summary 165Chapter 6: Managing Process1676.1 Chapter Objectives 1676.2 Context 1676.3 Case Studies 174Case Study: Bank on the Verge 175Case Study: Damn the Process, Full Speed Ahead 1896.4 Summary 193Chapter 7: Managing Risk1957.1 Chapter Objectives 1957.2 Context 1957.3 Case Studies 201Case Study: SEWeb and Russoft Technologies 201Case Study: Falcon Edutainment and the RiskSim Project 2237.4 Summary 231Chapter 8: Managing People Interactions2338.1 Chapter Objectives 2338.2 Context 2338.3 Case Studies 242Case Study: To Be or Not to Be: A Sense of Urgency at TestBridge 243Case Study: A Friend or Foe at Hanover-Tech 2588.4 Summary 264Chapter 9: Managing Stakeholder Expectations2679.1 Chapter Objectives 2679.2 Context 2679.3 Case Studies 275Case Study: TCP Enhancements at Gigaplex Systems 275Case Study: Tough Sell at Henkel Labs 2929.3 Summary 304Chapter 10: Managing Global Development30510.1 Chapter Objectives 30510.2 Context 30510.3 Case Studies 311Case Study: Globally Distributed Team: FibreNet Project Case Study: Managing Global Software Development at FibOptia 33010.4 Summary 341References 343Index 355
