LEADER 06142nam 2200661 450 001 9910138996103321 005 20211109143612.0 010 $a1-118-71725-2 010 $a1-118-65074-3 010 $a1-118-71724-4 024 7 $a10.1002/9781118717257 035 $a(CKB)2550000001134398 035 $a(EBL)1480593 035 $a(SSID)ssj0001002469 035 $a(PQKBManifestationID)11636190 035 $a(PQKBTitleCode)TC0001002469 035 $a(PQKBWorkID)11015138 035 $a(PQKB)11268951 035 $a(MiAaPQ)EBC1480593 035 $a(DLC) 2013017687 035 $a(CaBNVSL)mat06670813 035 $a(IDAMS)0b00006481f6fcc5 035 $a(IEEE)6670813 035 $a(PPN)192687425 035 $a(OCoLC)841559050 035 $a(EXLCZ)992550000001134398 100 $a20151222d2013 uy 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aSoftware war stories $ecase studies in software management /$fDonald J. Reifer 210 1$aHoboken, New Jersey :$cWiley,$d[2013] 210 2$a[Piscataqay, New Jersey] :$cIEEE Xplore,$d[2013] 215 $a1 online resource (286 p.) 300 $aDescription based upon print version of record. 311 $a1-118-65072-7 311 $a1-306-02855-8 320 $aIncludes bibliographical references at the end of each chapters and index. 327 $aCover; Title page; Copyright page; Dedication; Contents; Foreword; Preface; Chapter 1: Getting Started; Goals and Scope; Understanding the Enterprise; Review of Software Management Fundamentals; Theory versus Practice: Which Is It?; Emphasizing Practitioner Roles; Setting Realistic Expectations; Organization; Project; Process; Product; People; How Do You Know Whether You Will Be Successful?; Recognizing Bad Smells and Trusting Your Blink; Separating the Controllables from the Noncontrollables; Surveying the Tools of the Trade; Line Management Tools and Techniques 327 $aProject Management Tools and TechniquesDigging Deep to Find the Root Cause; Questions to Be Answered; Summary of Key Points; References; Web Pointers; Chapter 2: Industrial Case: Organizing for ERP within a Large Information Technology Shop; Learning Objectives: Putting Project Management to Work; Setting the Stage: The Three-Headed Dragon; Fact-Finding: The Dysfunctional Organization; Options, Recommendation, and Reactions during the Transition to ERP; Organization; Project; Process; Product; People; Recommendations; Outcomes and Lessons Learned When Introducing Matrix Management 327 $aExercise: If You Were King, What Organizational Changes Would You Make to Breakdown the Silos?Summary of Key Points and Lessons Learned; References; Web Pointers; Chapter 3: Industrial Case: What Is a Reasonable Cost and Schedule for a Telecommunications Project Upgrade?; Learning Objectives: Establishing Realistic Cost and Schedule Goals; Setting the Stage: Can We Do It for the Target Cost?; Fact Finding; Options, Recommendations, and Reactions While Striving to Satisfy Key Clients; Organization; Project; Process; Product; Recommendations 327 $aOutcomes and Lessons Learned Using Incremental DevelopmentExercise: How Do You Get Your Bosses to Believe Your Estimates?; Summary of Key Points and Lessons Learned; References; Web Pointers; Chapter 4: Industrial Case: Getting Back on Track Within a Manufacturing Environment; Learning Objectives: Getting Back on Track; Setting the Stage: Recognizing and Addressing the Trouble Signs; Fact Finding; Options, Recommendations, and Reactions While Attempting to Restore Order; Organization; Project; Process; Product; Recommendations; Outcomes and Lessons Learned Associated with your Get-Well Plan 327 $aExercise: When Trying to Get a Software Project Back on Track, What do You Focus On?Summary of Key Points and Lessons Learned; References; Web Pointers; Chapter 5: Industrial Case: Staff Turnover Having an Impact in Financial Firm; Learning Objectives: Addressing Staffing Issues; Setting the Stage: Understanding the Learning Curve; Fact-Finding; Options, Recommendations, and Reactions While Building a Modern Test Organization; Organization; Project and Process; Product; Recommendations; Outcomes and Lessons Learned While Addressing Test Issues 330 $aA comprehensive, practical book on software management that dispels real-world issues through relevant case studiesSoftware managers inevitably will meet obstacles while trying to deliver quality products and provide value to customers, often with tight time restrictions. The result: Software War Stories.This book provides readers with practical advice on how to handle the many issues that can arise as a software project unfolds. It utilizes case studies that focus on what can be done to establish and meet reasonable expectations as they occur in government, industrial, and academic settings. The book also offers important discussions on both traditional and agile methods as well as lean development concepts.Software War Stories:. Covers the basics of management as applied to situations ranging from agile projects to large IT projects with infrastructure problems. Includes coverage of topics ranging from planning, estimating, and organizing to risk and opportunity management. Uses twelve case studies to communicate lessons learned by the author in practice. Offers end-of-chapter exercises, sample solutions, and a blog for providing updates and answers to readers' questionsSoftware War Stories: Case Studies in Software Management mentors practitioners, software engineers, students and more, providing relevant situational examples encountered when managing software projects and organizations. 606 $aSoftware measurement$vCase studies 615 0$aSoftware measurement 676 $a005.14 700 $aReifer$b Donald J.$0491472 701 $aRutkowski$b Michael$0845564 801 0$bCaBNVSL 801 1$bCaBNVSL 801 2$bCaBNVSL 906 $aBOOK 912 $a9910138996103321 996 $aSoftware war stories$91887738 997 $aUNINA