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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.
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.
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