- Taschenbuch: 241 Seiten
- Verlag: Multi Media Pubn Inc (1. September 2006)
- Sprache: Englisch
- ISBN-10: 1895186757
- ISBN-13: 978-1895186758
- Größe und/oder Gewicht: 14 x 1,4 x 21,6 cm
- Durchschnittliche Kundenbewertung: Schreiben Sie die erste Bewertung
- Amazon Bestseller-Rang: Nr. 1.443.500 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)
Surprise! Now You're a Software Project Manager (Englisch) Taschenbuch – 1. September 2006
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It's late Friday afternoon and you have just been told by your boss that you will be the project manager for a new software development project starting first thing on Monday morning. Congratulations! Now, if only you had taken some project management training...This book was written as a crash course for people with no project management background but who still are expected to manage a small software development project. It cuts through the jargon and gives you the basics: practical advice on where to start, what you should focus on, and where you can cut some corners. This book could help save your project...and your job!
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I also liked the fact that the book is based on real world experience and isn't selling the latest(elusive) silver bullet methodology. It's a must-read for newer tech PMs and others might consider adding it to their PM toolkit for the examples and from-the-trenches perspective it provides.
Anytime you have a project that involves more than one stakeholder, which is every time you work on a project for someone other than yourself, you will have stakeholder complexities. Each stakeholder will have a different idea of what the project deliverable(s) should look like - which means increased complexity for the Project Manager!
"Surprise! Now You're a Software Project Manager" gives a general overview on Project Management without the technical jargon. The technical factors of a project will vary depending on the type and scope of project you are undertaking. However, some processes of project management, such as stakeholder analysis, are guided by some general, but critical, processes.
"Surprise! Now You're a Software Project Manager" describe how to use stakeholder analysis and risk management to develop a project strategy and project organization. The project manager must also determine the appropriate approach for getting requirements for the product and process and then ensuring feedback on these components throughout the project. As the project progresses, requirements and processes have a tendency to change as stakeholders continue to struggle with what they are looking for in the software being developed (scope creep). Since a project is a balance of time, cost, and scope (quality/ size), a change in one results in a change in one or all of the other components. It is important that stakeholders have a clear understanding of these implications so they can weigh their decisions appropriately. That way, if part way through the project the stakeholders determine they want a more robust system they will understand the trade-off of increased time and/or cost.
For anyone new to the Project Management world, looking for a refresher, or just curious about what Project Management is all about this book provides an easy to read overview of the key elements of managing a project. A key element of any project is the complexity of stakeholders; "Surprise! Now You're a Software Project Manager" provides an understanding of how to determine stakeholder needs, assess risk, understand requirements, and ensure stakeholder feedback mechanisms throughout the project.
Book received free of charge.
The book takes into account that you might be new to all this, and avoids information overload. It describes the pros and cons of both approaches. That having detailed plans and a systematic procedure is hard to argue against. But the agile way can give more flexibility, especially in coping with unforeseen events that crop up, either in the technology or in the people on your team.
Other aspects covered include getting the project's requirements, and involving all the stakeholders in the planning, development and testing, to the maximum extent that you can. The chapter on requirements is number 7, which is somewhat late in a narrative about project management. Since assembling requirements is usually one of the big main tasks you do first.
The book's main attraction is that it furnishes a quick and understandable read, without underplaying the difficulties of management.