软件项目管理

Preface

Guided tour

Acknowledgements

I Introduction to software project management

1.1 Introduction

1.2 Why is software project management important?

1.3 What is a project?

1.4 Software projects versus other types of project

1.5 Contract management and technical project management

1.6 Activities covered by software project management

1.7 Plans, methods and methodologies

1.8 Some ways of categorizing software projects

1.9 Stakeholders

1.10 Setting objectives

1.11 The business case

1.12 Project success and failure

1.13 What is management?

1.14 Management control

1.15 Conclusion

Annex 1 Contents list for a project plan

1.16 Further exercises

2 Project evaluation and programme management

2.1 Introduction

2.2 A business case

2.3 Project portfolio management

2.4 Evaluation of individual projects

2.5 Cost-benefit evaluation techniques

2.6 Risk evaluation

2.7 Programme management

5.8 Managing the allocation of resources within programmes

2.9 Strategic programme management

2.10 Creating a programme

2.11 Aids to programme management

2.12 Some reservations about programme management

2.13 Benefits management

2.14 Conclusion

2.15 Further exercises

3 An overview of project planning

3.1 Introduction to Step Wise project planning

3.2 Step O: Select project

3.3 Step 1: Identify project scope and objectives

3.4 Step 2: Identify project infrastructure

3.5 Step 3: Analyse projec characteristics

3.6 Step 4: Identify project products and activities

3.7 Step 5: Estimate effort for each activity

3.8 Step 6: Identify activity risks

3.9 Step 7: Allocate resources

3.10 Step 8: Review/publicize plan

3.11 Steps 9 and10: Execute plan/lower levels of planning

3.12 Conclusion

3.13 Further exercises

4 Selection of an appropriate project approach

4.1 Introduction

4.2 Build or buy?

4.3 Choosing methodologies and technologies

4.4 Choice of process models

4.5 Structure versus speed of delivery

4.6 The waterfall model

4.7 The spiral model

4.8 Software prototyping

4.9 Other ways of categorizing prototypes

4.10 Incremental delivery

4.11 Agile methods

4.12 Atern/Dynamic Systems Development Method

4.13 Extreme programming (XP)

4.14 Managing iterative processes

4.15 Selecting the most appropriate process model

4.16 Conclusion

4.17 Further exercises

5 Software effort estimation

5.1 Introduction

5.2 Where are estimates done?

5.3 Problems with over- and under- estimates

5.4 The basis for software estimating

5.5 Software effort estimation techniques

5.6 Bottom-up estimating

5.7 The top-down approach and parametric models

5.8 Expert judgement

5.9 Estimating by analogy

5.10 Albrecht function point analysis

5.11 Function points Mark Il

5.12 COSMIC full function points

5.13 COCOMO 13: a parametric productivity model

5.14 Conclusion

5.15 Further exercises

6 Activity planning

6.1 Introduction

6.2 The objectives of activity planning

6.3 When to plan

6.4 Project schedules

6.5 Projects and activities

6.6 Sequencing and scheduling activities

6.7 Network planning models

6.8 Formulating a network model

6.9 Adding the time dimension

6.10 The forward pass

6.11 The backward pass

6.12 Identifying the critical path

6.13 Activity float

6.14 Shortening the project duration

6.15 Identifying critical activities

6.16 Activity-on-arrow networks

6.17 Conclusion

6.16 Further exercises

7 Risk management

7.1 Introduction

7.2 Risk

7.3 Categories of risk

7.4 A framework for dealing with risk

7.5 Risk identification

7.6 Risk assessment

7.7 Risk planning

7.8 Risk management

7.9 Evaluating risks to the schedule

7.10 Applying the PERT technique

7.11 Monte Carlo simulation

7.12 Critical chain concepts

7.13 Conclusion

7.14 Further exercises

8 Resource allocation

8.1 Introduction

8.2 The nature of resources

8.3 Identifying resource requirements

8.4 Scheduling resources

8.5 Creating critical paths

8.6 Counting the cost

8.7 Being specific

8.8 Publishing the resource schedule

8.9 Cost schedules

8.10 The scheduling sequence

8.11 Conclusion

8.12 Further exercises

9 Monitoring and control

9.1 Introduction

9.2 Creating the framework

9.3 Collecting the data

9.4 Visualizing progress

9.5 Cost monitoring

9.6 Earned value analysis

9.7 Prioritizing monitoring

9.8 Getting the project back to target

9.9 Change control

9.10 Conclusion

9.11 Further exercises

10 Managing contracts

10.1 Introduction

10.2 Types of contract

10.3 Stages in contract placement

10.4 Typical terms of a contract

10.5 Contract management

10.6 Acceptance

10.7 Conclusion

10.8 Further exercises

11 Managing people in software environments

11.1 Introduction

11.2 Understanding behaviour

11.3 Organizationbehaviour: a backgrou nd

11.4 Selecting the right person for the job

11.5 Instruction in the best methods

11.6 Motivation

11.7 TheOIdham Hackman job characteristics nrodel

11.8 Stress

11.9 Health and safety

11.10 Some ethical and professional concerns

11.11 Conclusion

11.12 Further exercises

12 Working in teams

12.1 Introduction

12.2 Becoming a team

12.3 Decision making

12.4 Organizational structures

12.5 Coordination dependencies

12.6 Dispersed and virtual teams

12.7 Communication genres

12.8 CommunicationpJans

12.9 Leadership

12.10 Conclusion

12.11 Further exercises

13 Software quality

13.1 hrtroduc'tion

13.2 iheplaceofsoftwarequalityin project planning

13.3 The importance of software quality

13.4 Defining software quality

13.5 ISO 9126

13.6 Product versus process quality management

13.7 Quality management systems

13.8 Process capability models

13.9 Techniques to help enhance software quality

13.10 resting

13.11 Quality plans

13.12 Conclusion

13.13 Further exercises

Appendix A PRINCE2 - an overview

Appendix B Answer pointers

Further reading

Index

《软件项目管理（英文版·第5版）》是经典的项目管理课程教材。本版延续上一版清晰、易懂的叙述风格，采用步进式策划方法逐一分析了软件开发的各个环节，并通过丰富的实例和练习来阐明实践过程中软件项目管理的原则。《软件项目管理（英文版·第5版）》不仅适合作为计算机及相关专业的本科生和研究生的教材，而且适合于软件项目管理人员和软件开发人员阅读，还特别适合作为BCS/ISEB专业考试的参考书。为了涵盖软件项目管理的新进展，本版进行了全面更新，新增和扩展的主题如下：沟通策划。敏捷方法，包括XP（极限编程）、Scrum 和 DSDM。COCOMO II。项目组合管理。新增一章，主要是关于合作、分散和虚拟团队管理。职业道德规范。