Mastering software project management : best practices, by Murali K. Chemuturi, Thomas M. Cagley Jr.

By Murali K. Chemuturi, Thomas M. Cagley Jr.

Written from the viewpoint of a undertaking supervisor operating in a software program improvement association, this distinct advisor explains software program venture administration in its entirety, together with undertaking acquisition and execution with backward linkages to thoughts that play a facilitation function in winning undertaking administration. It presents all of the suggestions, top practices, instruments and methods had to grasp software program venture administration and attain more advantageous results.

Key Features:
--Presents most sensible practices and pitfalls to prevent for almost each subject discussed
--Details administration of labor, configuration, caliber administration, productiveness, group morale and expectancies administration of the venture workforce, useful administration, senior management and customers
--Covers all elements of making plans (project administration, induction education, and deployment) and each element of undertaking control
--Explains decision-making innovations from the point of view of software program undertaking managers and comprises all of the instruments and strategies wanted for making quantitative decisions
--WAV deals downloadable software program undertaking making plans templates, a demo model of a collaborative software program undertaking administration instrument (PMPal), a device helpful for try out attempt estimations and try out case layout (TestPal); and a private effectiveness instrument (PET), on hand from the net extra price obtain source middle at

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Sample text

Work management 2. Configuration management 3. Quality management 4. Productivity management 5. Team management 6. Customer management 7. Measurement and analysis 8. Project monitoring 9. Reporting and escalation 10. Project delivery 11. User training 12. Documentation Project closure 1. Release of project resources 2. Documentation of best and worst practices as well as lessons learned in the project 3. Identification of reusable components and documentation of their design and usage 4. Updating of the skills database 5.

1) Delivery commitments. Delivery commitments are usually a part of a technical proposal, but as in project pricing, keep in mind that delivery commitments are also a commercial decision. Delivery commitments depend on: • The prospective client’s requirements/urgency • The competition (which might offer shorter delivery commitments) • The possibility of a future project that will require the release of resources from this project • Any other specific reason Note: The schedule should not be influenced by the above considerations.

Two or three). Having a few SPMs facilitates resolution of differences between the methodologies adopted by the SPMs through progress-monitoring meetings. Small organizations do not need to have a set of documented project references. The senior manager can ensure uniformity through personal intervention and act as the resolution mechanism when there are differences of opinion. The number of concurrent projects is five or less. Having a small number of projects also makes resolution of differences in project execution easier.

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