Not connecting software project management (SPM) to actual, real-world development processes can lead to a complete divorcing of SPM to software engineering that can undermine any successful software project. By explaining how a layered process architectural model improves operational efficiency, Process-Based Software Project Management outlines a new method that is more effective than the traditional method when dealing with SPM. With a clear and easy-to-read approach, the book discusses the benefits of an integrated project management-process management connection. The described tight coupling of the process world to the SPM world provides a high degree of completeness and accuracy necessary for effective project management. The author shows you that this process-based approach to SPM increases product quality, shortens time-to-market, reduces life cycle costs, facilitates short system test times, and increases developmental supply chain management (SCM) controls and total repeatability. This underlying process approach also actively involves SCM, software quality assurance (SQA), engineering, and accounting as part of your integrated SPM team for total success. Through examples and detailed explanations, Process-Based Software Project Management illustrates how this novel SPM approach is more profitable and time-efficient when compared to traditional SPM methods. The software manager, along with the support team, will finally all be on "the same page" to achieve SPM/engineering success.

Today we live in times of proliferating fears. The daily updates on the ongoing 'war on terror' amplify fear and anxiety as if they were necessary and important aspects of our reality. Concerns about the environment increasingly take center-stage, as stories and images abound about deadly viruses, alien species invasions, scarcity of oil, water, food; safety of GMOs, biological weapons, and fears of overpopulation. Making Threats: Biofears and Environmental Anxieties addresses how such environmental and biological fears are used to manufacture threats to individual, national, and global security. Contributors from environmental studies, political science, international security, biology, sociology and anthropology discuss what they share in common: the view that fears should be critically examined to avoid unnecessary alarm and scapegoating of people and nations as the 'enemy Other'. In these highly original and thought-provoking essays, Making Threats focuses on five themes: security, scarcity, purity, circulation and terror. No other book has systematically examined the proliferation of fear in the context of current world events and from such a multidisciplinary perspective. It consolidates in one place cutting edge research and reflection on how the contemporary landscape of fear shapes and is shaped by environmental and biological discourses. By uncovering the linguistic tools that make fear resonate in the public consciousness, by identifying the interests that create or are sustained by fears, in short by giving fears histories, Making Threats: Biofears and Environmental Anxieties engages with some of the most potent and disturbing political and cultural aspects of the contemporary scene.

Defining and Deploying Software Processes enables you to create efficient and effective processes that let you better manage project schedules and software quality. The author's organized approach details how to deploy processes into your company's culture that are enthusiastically embraced by employees, and explains how to implement a Web-based process architecture that is completely flexible and extensible. Divided into four sections, the book defines the software process architectural model, then explores how this model is implemented. It addresses both the importance of the Web in deploying processes and the importance of a version-controlled repository tool for process management. The third section examines the use of the software process model. The author focuses on classes of process users, metrics collection and presentation, schedule creation and management, earned value, project estimation, time-card charging, subcontract management, and integrated teaming. The final section discusses deployment of the model into an organization, outlining how to rapidly confront pain issues, process group creation and charter, process champion development, pilot and measure the model, and prepare for external model appraisal, e.g., SCAMPI.