Architecture-Centric Software Project Management
A Practical Guide
282 pages, parution le 01/02/2002
Résumé
Architecture-Centered Software Project Planning (ACSPP) is
an important software development methodology for planning
software projects. By utilizing software architecture when
managing projects, practitioners experience better success
completing projects on time and within budget, while
effectively fulfilling the project's requirements.
2. Architecture-Centered Software Project Planning.
3. Global Analysis.
4. Managing Expectations.
6. Global Development.
7. Building a Project Culture <38> Team.
8. The Role of the Software Project Manager.
9. Tradeoffs <38> Project Decisions.
10. Incremental Development.
11. Creating Visibility <38> Avoiding Surprises.
12. Staying Calm in the Heat of Battle.
13. Measures to Pay Attention To.
14. What is a “Good Job” ?
15. IS2000.
16. DPS2000.
17. Conclusions.
Appendix - Forms.
Glossary.
Bibliography.
Index.
Written for project managers and software architects, Architecture-Centric Software Project Management demonstrates how to draw on software architecture to design schedules, generate estimates, make scope decisions, and manage the team for a successful outcome. The book addresses each cornerstone of effective project management—planning, organizing, implementing, and measuring.
Daniel Paulish provides a wealth of practical, experience-based advice on such topics as:
- Using architecture to define project organization
- Developing realistic schedules
- Using global analysis for project and test planning
- Managing expectations and deciding when to commit
- Building a project culture and an effective team
- Managing tradeoffs and making project decisions
- Risk management and avoiding unpleasant surprises
- Defining project success
- Using architecture for global development
In addition, real-world case studies illuminate all of the book's strategies, approaches, and techniques. These case studies help the reader fully comprehend the challenges and struggles inherent in software development, and demonstrate how common obstacles can be more easily avoided using an architecture-centr
Contents
Preface.
I. MOTIVATION.
1. Motivation.What is Project
Management?
What is Software Architecture?
Core Beliefs.
Project Management Process.
Architecture-Centric Project Management.
Planning.
Organizing.
Implementing.
Measuring.
0 Summary.
What is Software Architecture?
Core Beliefs.
Project Management Process.
Architecture-Centric Project Management.
Planning.
Organizing.
Implementing.
Measuring.
0 Summary.
II. PLANNING.
2. Architecture-Centered Software Project Planning.
Developing Realistic
Schedules.
Approach.
Benefits.
Experience.
Rules of Thumb.
Summary.
Approach.
Benefits.
Experience.
Rules of Thumb.
Summary.
3. Global Analysis.
What is Global
Analysis?
Global Analysis Activities.
Using GA for Project Planning.
Using GA for Test Planning.
Benefits.
Global Analysis Activities.
Using GA for Project Planning.
Using GA for Test Planning.
Benefits.
4. Managing Expectations.
When to Plan and When to
Commit.
Managing Upward.
Managing Sideways.
Information Flow.
Using the Software Development Plan.
Summary.
Architecture Team Roles during Development.
Project Functions that Support Development.
Responsibilities, Roles, Authority, and Ownership.
Summary.
Managing Upward.
Managing Sideways.
Information Flow.
Using the Software Development Plan.
Summary.
III. ORGANIZING. Chapter 5: The Project Organization.
Using Software Architecture to Define the Project Organization.Architecture Team Roles during Development.
Project Functions that Support Development.
Responsibilities, Roles, Authority, and Ownership.
Summary.
6. Global Development.
Why Global
Development?
Architectures for SupportingGlobal Development.
Development Processes for Global Development.
Multicultural Variables.
Recommendations for Global Development Teams.
Conclusions.
Architectures for SupportingGlobal Development.
Development Processes for Global Development.
Multicultural Variables.
Recommendations for Global Development Teams.
Conclusions.
7. Building a Project Culture <38> Team.
Establishing Project
Goals.
Characteristics of Good Teams.
Building a Project Culture.
Building Consensus.
Setting the Amount of Direction.
Summary.
Characteristics of Good Teams.
Building a Project Culture.
Building Consensus.
Setting the Amount of Direction.
Summary.
8. The Role of the Software Project Manager.
Creating a Vision.
Coaching.
Making Decisions.
Coordinating.
Working with Your Project Team.
Software Project Management as a Career.
Summary.
Coaching.
Making Decisions.
Coordinating.
Working with Your Project Team.
Software Project Management as a Career.
Summary.
IV. IMPLEMENTING.
9. Tradeoffs <38> Project Decisions.
Using the Project Goals to
Make Decisions.
Managing Creeping Functionality <38> Architecture Drift.
Taking Responsibility.
When to Accept or Reject Changes.
Ethical Decisions of the Project Manager.
Summary.
Managing Creeping Functionality <38> Architecture Drift.
Taking Responsibility.
When to Accept or Reject Changes.
Ethical Decisions of the Project Manager.
Summary.
10. Incremental Development.
Baselining the Software
Development Plan.
Build Planning <38> Management.
Getting Everyone Involved.
Tracking Progress.
Incremental Testing.
Release Criteria Meeting.
Tooling.
Summary.
Build Planning <38> Management.
Getting Everyone Involved.
Tracking Progress.
Incremental Testing.
Release Criteria Meeting.
Tooling.
Summary.
11. Creating Visibility <38> Avoiding Surprises.
Risk Management.
Communicating Status and Issues.
Building Credibility with Management.
Recognizing and Celebrating Success.
Summary.
Communicating Status and Issues.
Building Credibility with Management.
Recognizing and Celebrating Success.
Summary.
12. Staying Calm in the Heat of Battle.
Cheerleading,
Micro-management, <38> Discipline.
Remaining Optimistic.
Playing the Quality Card.
Providing Support <38> Removing Obstacles.
Handling Problem Employees.
Emotions <38> Avoidance.
Quality of Work Life.
Summary.
Remaining Optimistic.
Playing the Quality Card.
Providing Support <38> Removing Obstacles.
Handling Problem Employees.
Emotions <38> Avoidance.
Quality of Work Life.
Summary.
V. MEASURING.
13. Measures to Pay Attention To.
Global Metrics for Project
Managers.
Phase Metrics for High-Level Design.
Cost-to-Completes.
Engineering Budgets.
Watching the Test Results.
Summary.
Phase Metrics for High-Level Design.
Cost-to-Completes.
Engineering Budgets.
Watching the Test Results.
Summary.
14. What is a “Good Job” ?
Trading off Schedule,
Functionality, <38> Quality.
Defining Project Success.
Measuring Team Member's Contributions.
Rewards.
Staff Turnover.
Summary.
Defining Project Success.
Measuring Team Member's Contributions.
Rewards.
Staff Turnover.
Summary.
VI. CASE STUDIES.
15. IS2000.
Background.
System Overview.
Project Planning.
Project Management.
Lessons Learned.
System Overview.
Project Planning.
Project Management.
Lessons Learned.
16. DPS2000.
Background.
Global Analysis.
Product Line Design Strategies.
DPS2000 Architecture.
Project Planning.
Project Management.
Lessons Learned.
Global Analysis.
Product Line Design Strategies.
DPS2000 Architecture.
Project Planning.
Project Management.
Lessons Learned.
17. Conclusions.
Sharing Best
Practices.
Benefits.
Summary.
Benefits.
Summary.
VII. APPENDIX.
Appendix - Forms.
Glossary.
Bibliography.
Index.
Caractéristiques techniques
| PAPIER | |
| Éditeur(s) | Addison Wesley |
| Auteur(s) | Daniel J. Paulish |
| Parution | 01/02/2002 |
| Nb. de pages | 282 |
| Format | 18,8 x 23,4 |
| Couverture | Broché |
| Poids | 650g |
| Intérieur | Noir et Blanc |
| EAN13 | 9780201734096 |
| ISBN13 | 978-0-201-73409-6 |
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