Donald J. Reifer

War Stories

• Gebundenes Buch

Produktbeschreibung

A comprehensive, practical book on software management that dispels real-world issues through relevant case studies

Software managers inevitably will meet obstacles while trying to deliver quality products and provide value to customers, often with tight time restrictions. The result: Software War Stories.

This book provides readers with practical advice on how to handle the many issues that can arise as a software project unfolds. It utilizes case studies that focus on what can be done to establish and meet reasonable expectations as they occur in government, industrial, and academic settings. The book also offers important discussions on both traditional and agile methods as well as lean development concepts.

Software War Stories:
Covers the basics of management as applied to situations ranging from agile projects to large IT projects with infrastructure problems
Includes coverage of topics ranging from planning, estimating, and organizing to risk and opportunity management
Uses twelve case studies to communicate lessons learned by the author in practice
Offers end-of-chapter exercises, sample solutions, and a blog for providing updates and answers to readers' questions

Software War Stories: Case Studies in Software Management mentors practitioners, software engineers, students and more, providing relevant situational examples encountered when managing software projects and organizations.

Produktdetails

• Verlag: Wiley & Sons
• 1. Auflage
• Seitenzahl: 288
• Erscheinungstermin: 4. November 2013
• Englisch
• Abmessung: 240mm x 161mm x 20mm
• Gewicht: 598g
• ISBN-13: 9781118650721
• ISBN-10: 1118650727
• Artikelnr.: 38028128

Autorenporträt

DONALD J. REIFER is one of the thought leaders in the field of software engineering and management with over forty years of progressive experience in industry, government, and academia. He has founded software companies, operated as a senior executive official in the government, and was a visiting associate at a collaborative research center at USC. The author of ten books and over 200 publications, Mr. Reifer is the recipient of such industry and government awards as the AIAA Aerospace Software Engineering Award, the Secretary of Defense Medal for Outstanding Public Service, and the Friedman Award, among others.

Inhaltsangabe

FOREWORD by Roger S. Pressman xiii PREFACE xv CHAPTER 1 GETTING STARTED 1
Goals and Scope 1 Understanding the Enterprise 2 Review of Software
Management Fundamentals 3 Theory versus Practice: Which Is It? 6
Emphasizing Practitioner Roles 7 Setting Realistic Expectations 8 How Do
You Know Whether You Will Be Successful? 13 Recognizing Bad Smells and
Trusting Your Blink 13 Separating the Controllables from the
Noncontrollables 14 Surveying the Tools of the Trade 15 Line Management
Tools and Techniques 16 Project Management Tools and Techniques 17 Digging
Deep to Find the Root Cause 18 Questions to Be Answered 18 Summary of Key
Points 19 References 20 Web Pointers 20 CHAPTER 2 INDUSTRIAL CASE:
ORGANIZING FOR ERP WITHIN A LARGE INFORMATION TECHNOLOGY SHOP 23 Learning
Objectives: Putting Project Management to Work 23 Setting the Stage: The
Three-Headed Dragon 23 Options, Recommendation, and Reactions during the
Transition to ERP 26 Outcomes and Lessons Learned When Introducing Matrix
Management 32 Exercise: If You Were King, What Organizational Changes Would
You Make to Breakdown the Silos? 33 Summary of Key Points and Lessons
Learned 35 References 35 Web Pointers 36 CHAPTER 3 INDUSTRIAL CASE: WHAT IS
A REASONABLE COST AND SCHEDULE FOR A TELECOMMUNICATIONS PROJECT UPGRADE? 37
Learning Objectives: Establishing Realistic Cost and Schedule Goals 37
Setting the Stage: Can We Do It for the Target Cost? 37 Options,
Recommendations, and Reactions While Striving to Satisfy Key Clients 41
Outcomes and Lessons Learned Using Incremental Development 49 Exercise: How
Do You Get Your Bosses to Believe Your Estimates? 50 Summary of Key Points
and Lessons Learned 51 References 52 Web Pointers 52 CHAPTER 4 INDUSTRIAL
CASE: GETTING BACK ON TRACK WITHIN A MANUFACTURING ENVIRONMENT 55 Learning
Objectives: Getting Back on Track 55 Setting the Stage: Recognizing and
Addressing the Trouble Signs 55 Options, Recommendations, and Reactions
While Attempting to Restore Order 57 Outcomes and Lessons Learned
Associated with Your Get-Well Plan 63 Exercise: When Trying to Get a
Software Project Back on Track, What Do You Focus On? 64 Summary of Key
Points and Lessons Learned 69 References 69 Web Pointers 70 CHAPTER 5
INDUSTRIAL CASE: STAFF TURNOVER HAVING AN IMPACT IN FINANCIAL FIRM 73
Learning Objectives: Addressing Staffi ng Issues 73 Setting the Stage:
Understanding the Learning Curve 73 Options, Recommendations, and Reactions
While Building a Modern Test Organization 76 Outcomes and Lessons Learned
While Addressing Test Issues 81 Exercise: What Nonfinancial Incentives
Would You Use to Reduce Staff Turnover? 82 Summary of Key Points and
Lessons Learned 83 References 84 Web Pointers 85 CHAPTER 6 INDUSTRIAL CASE:
ACQUIRING SOFTWARE FOR PIPELINE OPERATIONS 87 Learning Objectives:
Developing Requirements Using Multidisciplinary Teams 87 Setting the Stage:
How to Avoid Gold Plating and Other Common Maladies 87 Options,
Recommendations, and Reactions When Specifying Requirements 89 Outcomes and
Lessons Learned Relative to the Use of Feature-Based Specifications 97
Exercise: When Managing Requirements, What Are the Traps to Watch Out For?
97 Summary of Key Points and Lessons Learned 99 References 100 Web Pointers
100 CHAPTER 7 INDUSTRIAL CASE: LAUNCHING SOFTWARE APPLICATIONS SALES ON THE
INTERNET AND SOCIAL MEDIA 102 Learning Objectives: How Do You Transition a
Start-Up from R&D to Doing Business? 102 Setting the Stage: Capitalizing on
the Opportunities 102 Options, Recommendations, and Reactions as You Get
Ready for Your Product Launch 104 Outcomes and Lessons Learned as Your
Product Hits the Street 111 Exercise: How Do You Satisfy Business and
Customer Needs When Selling Software? 112 Summary of Key Points and Lessons
Learned 114 References 115 Web Pointers 115 CHAPTER 8 GOVERNMENT CASE:
MANAGING THE ACQUISITION OF A LARGE DEFENSE PROJECT 117 Learning
Objectives: What to Do When a Contractor Is behind Schedule, over Budget,
and Performing Badly 117 Setting the Stage: Who Do We Blame? 117 Options,
Recommendations, and Reactions Resulting from an Independent Assessment 121
Outcomes and Lessons Learned When the Truth Is Exposed 126 Exercise: When
Addressing Software Cost and Schedule Problems, How Do You Determine Their
Root Causes? 127 Summary of Key Points and Lessons Learned 129 References
129 Web Pointers 130 CHAPTER 9 GOVERNMENT CASE: TOO MUCH
GOVERNANCE/OVERSIGHT HINDERS PROGRESS IN HEALTH CARE 132 Learning
Objectives: How to Handle Extreme Governance Requirements Under Pressure
132 Setting the Stage: Governance and the Competitive Environment 132
Options, Recommendations, and Reactions Aimed at Validating the
Architecture of a New Pharmacy System 136 Outcomes and Lessons Learned When
Dealing with Customer Demands for Change 139 Exercise: How Much Oversight
Is Enough within a Constrained but Competitive Contractual Environment? 141
Summary of Key Points and Lessons Learned 143 References 144 Web Pointers
144 CHAPTER 10 GOVERNMENT CASE: NEW CONCEPTS FOR AIR TRAFFIC CONTROL 147
Learning Objectives: Making the Transition to Agile Methods 147 Setting the
Stage: Change Management within Conservative Organizations 147 Options,
Recommendations, and Reactions during the Transition to Agile Methods on a
Large Project Being Developed Globally 149 Outcomes and Lessons Learned as
You Scale Agile Methods for Use 154 Exercise: How Do You Mechanize the
Agile Notion That Software Requirements Are a Learning Exercise Rather Than
a Specification Process? 155 Summary of Key Points and Lessons Learned 158
References 159 Web Pointers 160 CHAPTER 11 GOVERNMENT CASE: ADDRESSING
CYBER CRIME ON THE INTERNET 163 Learning Objectives: How to Get Help in
Covering Unbudgeted Tasks 163 Setting the Stage: The Quick Update Cycle 163
Options, Recommendations, and Reactions to Approaches to Handle Frequent
Requests to Refresh Network Defenses 165 Outcomes and Lessons Learned
Related to Getting Budget Relief 170 Exercise: How Do You Quickly Change a
Software Product and Keep Customers Happy at the Same Time? 171 Summary of
Key Points and Lessons Learned 175 References 175 Web Pointers 176 CHAPTER
12 ACADEMIC CASE: HOW BEST TO EDUCATE THOSE ENTERING INDUSTRY 178 Learning
Objectives: Getting New University Hires Up-to-Speed Quickly 178 Setting
the Stage: What Does Industry Need from Universities? 178 Options,
Recommendations, and Reactions When Recruiting at Universities 182 Outcomes
and Lessons Learned Based on Recruiting Results 184 Exercise: What
Education and Training Do You Provide for New Software Hires? 186 Summary
of Key Points and Lessons Learned 189 References 190 Web Pointers 190
CHAPTER 13 ACADEMIC CASE: RESEARCH AGENDAS THAT MATTER TO INDUSTRY 191
Learning Objectives: Sponsored Research Agendas 191 Setting the Stage:
Research versus Teaching: A Dilemma? 191 Fact-Finding 193 Options,
Recommendations, and Reactions Based on Research Discussions 193
Organization 194 Project 194 Process 195 Product 196 Recommendations 196
Outcomes and Lessons Learned Based on University Performance 197 Exercise:
How Do You Stimulate Pursuit of Software Research in Academia That Has a
Near Rather Than Far-Term Impact? 199 Summary of Key Points and Lessons
Learned 201 References 202 Web Pointers 202 CHAPTER 14 PULLING IT ALL
TOGETHER 205 Software Management Secrets of Success 205 Gaining Insight and
Advantage in Practice 206 Ten Management Techniques to Rely On 207 Ten
Problems to Be Wary of When Pursuing Success 211 Things You Can and Cannot
Do in General 212 If I Were King: My Six Wishes 213 Summary 214 References
214 Web Pointers 215 APPENDIX A ACRONYMS AND GLOSSARY OF KEY TERMS 217
Acronyms Used within the Book 217 Key Terms Used within the Book 221
APPENDIX B RECOMMENDED READINGS, REFERENCES, AND RESOURCES 227 Recommended
Readings 227 References 228 Other Resources 229 APPENDIX C SAMPLE SOLUTIONS
231 Chapter 2: Industrial Case: Organizing for ERP within a Large
Information Technology Shop 231 Chapter 3: Industrial Case: What Is a
Reasonable Cost and Schedule for a Telecommunications Project Upgrade? 233
Chapter 4: Industrial Case: Getting a Project Back on Track within a
Manufacturing Environment 236 Chapter 5: Industrial Case: Staff Turnover
Having an Impact in Financial Firm 240 Chapter 6: Industrial Case:
Acquiring Software for Pipeline Operations 243 Chapter 7: Industrial Case:
Launching Software Applications Sales on the Internet and Social Media 245
Chapter 8: Government Case: Managing the Acquisition of a Large Defense
Project 248 Chapter 9: Government Case: Too Much Governance/Oversight
Hinders Progress in Health Care 251 Chapter 10: Government Case: New
Concepts for Air Traffi c Control 253 Chapter 11: Government Case:
Addressing Cyber Crime on the Internet 256 Chapter 12: Academic Case: How
Best to Educate Those Entering Industry 258 Chapter 13: Academic Case:
Research Agendas That Matter to Industry 260 INDEX 261