Difference between revisions of "Managing and Leading Software Projects"
| Line 5: | Line 5: | ||
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. | ||
| − | |||
| − | |||
| − | |||
| − | |||
===Systems Engineering and Software Engineering (Knowledge Area)=== | ===Systems Engineering and Software Engineering (Knowledge Area)=== | ||
Revision as of 15:56, 8 June 2012
Fairley, R.E. 2009. Managing and Leading Software Projects. Hoboken, NJ, USA: John Wiley & Sons.
Annotation
Managing and Leading Software 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.
Systems Engineering and Software Engineering (Knowledge Area)
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. A major theme of the text is bridging the gap between engineers and project managers. Chapter topics include process models, project foundations, plans and planning, project planning techniques, estimation techniques, measuring and controlling work products, measuring and controlling work processes, managing project risk, teams and teamwork, and organizational issues. Each chapter includes an appendix that summarizes the topics relevant to the chapter from CMMI-DEV-v1.2; ISE/IEC/IEEE Standard 12207; IEEE/EIA Standard 1058; and the PMI Body of Knowledge. Although the context and examples in the text are based on software projects, the material is applicable to all kinds of systems engineering projects.
SEBoK Discussion
Please provide your comments and feedback on the SEBoK below. You will need to log in to DISQUS using an existing account (e.g. Yahoo, Google, Facebook, Twitter, etc.) or create a DISQUS account. Simply type your comment in the text field below and DISQUS will guide you through the login or registration steps. Feedback will be archived and used for future updates to the SEBoK. If you provided a comment that is no longer listed, that comment has been adjudicated. You can view adjudication for comments submitted prior to SEBoK v. 1.0 at SEBoK Review and Adjudication. Later comments are addressed and changes are summarized in the Letter from the Editor and Acknowledgements and Release History.
If you would like to provide edits on this article, recommend new content, or make comments on the SEBoK as a whole, please see the SEBoK Sandbox.
blog comments powered by Disqus