Evaluating Project Decisions
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Evaluating Project Decisions: Case Studies in Software Engineering

Evaluating Project Decisions: Case Studies in Software Engineering

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About the Book

Effective decisions are crucial to the success of any software project, but to make better decisions you need a better decision-making process. In Evaluating Project Decisions, leading project management experts introduce an innovative decision model that helps you tailor your decision-making process to systematically evaluate all of your decisions and avoid the bad choices that lead to project failure.   Using a real-world, case study approach, the authors show how to evaluate software project problems and situations more effectively, thoughtfully assess your alternatives, and improve the decisions you make. Drawing on their own extensive research and experience, the authors bridge software engineering theory and practice, offering guidance that is both well-grounded and actionable. They present dozens of detailed examples from both successful and unsuccessful projects, illustrating what to do and what not to do.   Evaluating Project Decisions will help you to analyze your options and ultimately make better decisions at every stage in your project, including: Requirements–Elicitation, description, verification, validation, negotiation, contracting, and management over the software life cycle Estimates–Conceptual solution design, decomposition, resource and overhead allocation, estimate construction, and change management Planning–Defining objectives, policies, and scope; planning tasks, milestones, schedules, budgets, staff and other resources; and managing projects against plans Product–Proper product definition, development process management, QA, configuration management, delivery, installation, training, and field service Process–Defining, selecting, understanding, teaching, and measuring processes; evaluating process performance; and process improvement or optimization In addition, you will see how to evaluate decisions related to risk, people, stakeholder expectations, and global development. Simply put, you’ll use what you learn here on every project, in any industry, whatever your goals, and for projects of any duration, size, or type.

Table of Contents:
Preface xi Acknowledgments xxi About the Authors xxiii   Chapter 1: Managing Decisions 1 1.1 Chapter Objectives 1 1.2 Context 1 1.3 Decision Model for Software Engineering 5 Case Study: Software Test Rerun Problem 7 Case Study: California Bridge Problem 10 Case Study: Unfamiliar Legacy Code Problem 12 Case Study: Data-Processing Problem 14 1.4 Summary 18   Chapter 2: Managing Requirements 19 2.1 Chapter Objectives 19 2.2 Context 19 2.3 Case Studies 39 Case Study: The New Account Project at HBC 39 Case Study: On Time, Within Budget, but Wrong 54 2.4 Summary 65   Chapter 3: Managing Estimates 67 3.1 Chapter Objectives 67 3.2 Context 67 3.3 Case Studies 77 Case Study: Estimation as a Tool 78 Case Study: When a Team Runs a Race 84 3.4 Summary 92   Chapter 4: Managing Plans 93 4.1 Chapter Objectives 93 4.2 Context 93 4.3 Case Studies 108 Case Study: To Replan or Not to Replan? 109 Case Study: Managing Plans Is in the Details 125 4.4 Summary 137   Chapter 5: Managing Product 139 5.1 Chapter Objectives 139 5.2 Context 139 5.3 Case Studies 146 Case Study: New Technology–Is It Always the Best? 147 Case Study: Why Is This Product Wrong? 159 5.4 Summary 165   Chapter 6: Managing Process 167 6.1 Chapter Objectives 167 6.2 Context 167 6.3 Case Studies 174 Case Study: Bank on the Verge 175 Case Study: Damn the Process, Full Speed Ahead 189 6.4 Summary 193   Chapter 7: Managing Risk 195 7.1 Chapter Objectives 195 7.2 Context 195 7.3 Case Studies 201 Case Study: SEWeb and Russoft Technologies 201 Case Study: Falcon Edutainment and the RiskSim Project 223 7.4 Summary 231   Chapter 8: Managing People Interactions 233 8.1 Chapter Objectives 233 8.2 Context 233 8.3 Case Studies 242 Case Study: To Be or Not to Be: A Sense of Urgency at TestBridge 243 Case Study: A Friend or Foe at Hanover-Tech 258 8.4 Summary 264   Chapter 9: Managing Stakeholder Expectations 267 9.1 Chapter Objectives 267 9.2 Context 267 9.3 Case Studies 275 Case Study: TCP Enhancements at Gigaplex Systems 275 Case Study: Tough Sell at Henkel Labs 292 9.3 Summary 304   Chapter 10: Managing Global Development 305 10.1 Chapter Objectives 305 10.2 Context 305 10.3 Case Studies 311 Case Study: Globally Distributed Team: FibreNet Project Case Study: Managing Global Software Development at FibOptia 330 10.4 Summary 341   References 343 Index 355


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Product Details
  • ISBN-13: 9780321685636
  • Publisher: Pearson Education (US)
  • Publisher Imprint: Addison-Wesley Educational Publishers Inc
  • Language: English
  • Sub Title: Case Studies in Software Engineering
  • ISBN-10: 0321685636
  • Publisher Date: 27 Oct 2009
  • Binding: Digital download
  • No of Pages: 400


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