Software war stories : case studies in software management / Donald J. Reifer.

Includes bibliographical references and index.

Description based on print version record and CIP data provided by publisher.

Cover; Title page; Copyright page; Dedication; Contents; Foreword; Preface; Chapter 1: Getting Started; Goals and Scope; Understanding the Enterprise; Review of Software Management Fundamentals; Theory versus Practice: Which Is It?; Emphasizing Practitioner Roles; Setting Realistic Expectations; Organization; Project; Process; Product; People; How Do You Know Whether You Will Be Successful?; Recognizing Bad Smells and Trusting Your Blink; Separating the Controllables from the Noncontrollables; Surveying the Tools of the Trade; Line Management Tools and Techniques.

Project Management Tools and TechniquesDigging Deep to Find the Root Cause; Questions to Be Answered; Summary of Key Points; References; Web Pointers; Chapter 2: Industrial Case: Organizing for ERP within a Large Information Technology Shop; Learning Objectives: Putting Project Management to Work; Setting the Stage: The Three-Headed Dragon; Fact-Finding: The Dysfunctional Organization; Options, Recommendation, and Reactions during the Transition to ERP; Organization; Project; Process; Product; People; Recommendations; Outcomes and Lessons Learned When Introducing Matrix Management.

Exercise: If You Were King, What Organizational Changes Would You Make to Breakdown the Silos?Summary of Key Points and Lessons Learned; References; Web Pointers; Chapter 3: Industrial Case: What Is a Reasonable Cost and Schedule for a Telecommunications Project Upgrade?; Learning Objectives: Establishing Realistic Cost and Schedule Goals; Setting the Stage: Can We Do It for the Target Cost?; Fact Finding; Options, Recommendations, and Reactions While Striving to Satisfy Key Clients; Organization; Project; Process; Product; Recommendations.

Outcomes and Lessons Learned Using Incremental DevelopmentExercise: How Do You Get Your Bosses to Believe Your Estimates?; Summary of Key Points and Lessons Learned; References; Web Pointers; Chapter 4: Industrial Case: Getting Back on Track Within a Manufacturing Environment; Learning Objectives: Getting Back on Track; Setting the Stage: Recognizing and Addressing the Trouble Signs; Fact Finding; Options, Recommendations, and Reactions While Attempting to Restore Order; Organization; Project; Process; Product; Recommendations; Outcomes and Lessons Learned Associated with your Get-Well Plan.

Exercise: When Trying to Get a Software Project Back on Track, What do You Focus On?Summary of Key Points and Lessons Learned; References; Web Pointers; Chapter 5: Industrial Case: Staff Turnover Having an Impact in Financial Firm; Learning Objectives: Addressing Staffing Issues; Setting the Stage: Understanding the Learning Curve; Fact-Finding; Options, Recommendations, and Reactions While Building a Modern Test Organization; Organization; Project and Process; Product; Recommendations; Outcomes and Lessons Learned While Addressing Test Issues.