Difference between revisions of "Managing and Leading Software Projects"
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<blockquote>Fairley, R.E. 2009. ''Managing and Leading Software Projects''. Hoboken, NJ, USA: John Wiley & Sons.</blockquote> | <blockquote>Fairley, R.E. 2009. ''Managing and Leading Software Projects''. Hoboken, NJ, USA: John Wiley & Sons.</blockquote> | ||
| + | |||
| + | ==Usage== | ||
| + | This source is considered a primary reference for the following articles: | ||
| + | *[[Vee Life Cycle Model]] | ||
| + | *[[Team Capability]] | ||
| + | *[[Systems Engineering and Software Engineering]] | ||
| + | *[[The Nature of Software]] | ||
| + | *[[Key Points a Systems Engineer Needs to Know about Software Engineering]] | ||
| + | *[[Systems Engineering and Project Management]] | ||
| + | *[[The Nature of Project Management]] | ||
| + | *[[Incremental Life Cycle Model]] | ||
==Annotation== | ==Annotation== | ||
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This text is organized into four major themes of managing and leading engineering projects: 1) planning and estimating; 2) measuring and controlling; 3) risk management; and 4) leading, motivating, and communicating. Planning and estimating includes identifying roles, responsibilities, and authority of project personnel; estimating schedules and needed numbers of personnel; process models for software development; and organizing the project team. Measuring and controlling addresses product and process measures and the ways in which teams contribute to, and are affected by measurement and control. Risk management addresses risk identification techniques, risk analysis and prioritization, risk mitigation strategies, and risk management at the organization level. Leading, motivating, and communicating addresses teams, teamwork, motivation, leadership, communication, and organizational issues. The text concludes with 15 guidelines for organizing and leading software engineering teams. Although the context and examples in the text are based on software projects, the material is applicable to all kinds of systems engineering projects. | This text is organized into four major themes of managing and leading engineering projects: 1) planning and estimating; 2) measuring and controlling; 3) risk management; and 4) leading, motivating, and communicating. Planning and estimating includes identifying roles, responsibilities, and authority of project personnel; estimating schedules and needed numbers of personnel; process models for software development; and organizing the project team. Measuring and controlling addresses product and process measures and the ways in which teams contribute to, and are affected by measurement and control. Risk management addresses risk identification techniques, risk analysis and prioritization, risk mitigation strategies, and risk management at the organization level. Leading, motivating, and communicating addresses teams, teamwork, motivation, leadership, communication, and organizational issues. The text concludes with 15 guidelines for organizing and leading software engineering teams. Although the context and examples in the text are based on software projects, the material is applicable to all kinds of systems engineering projects. | ||
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[[Category:Primary Reference]] | [[Category:Primary Reference]] | ||
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Latest revision as of 22:06, 2 May 2024
Fairley, R.E. 2009. Managing and Leading Software Projects. Hoboken, NJ, USA: John Wiley & Sons.
Usage
This source is considered a primary reference for the following articles:
- Vee Life Cycle Model
- Team Capability
- Systems Engineering and Software Engineering
- The Nature of Software
- Key Points a Systems Engineer Needs to Know about Software Engineering
- Systems Engineering and Project Management
- The Nature of Project Management
- Incremental Life Cycle Model
Annotation
This text is organized into four major themes of managing and leading engineering projects: 1) planning and estimating; 2) measuring and controlling; 3) risk management; and 4) leading, motivating, and communicating. Planning and estimating includes identifying roles, responsibilities, and authority of project personnel; estimating schedules and needed numbers of personnel; process models for software development; and organizing the project team. Measuring and controlling addresses product and process measures and the ways in which teams contribute to, and are affected by measurement and control. Risk management addresses risk identification techniques, risk analysis and prioritization, risk mitigation strategies, and risk management at the organization level. Leading, motivating, and communicating addresses teams, teamwork, motivation, leadership, communication, and organizational issues. The text concludes with 15 guidelines for organizing and leading software engineering teams. Although the context and examples in the text are based on software projects, the material is applicable to all kinds of systems engineering projects.