Managing High-Intensity Internet Projects
Published on 1. November 2001
Book
Paperback/Softback
240 pages
978-0-13-062110-8 (ISBN)
Description
All too often, IT project managers are turned loose on today's high-intensity, Internet-time e-business projects with only two words of training: "Good luck!" They may know the basics of project scheduling, planning, hiring, and firing, but they desperately need to understand the unique issues that make high-intensity Internet development so challenging. Managing High-Intensity Internet Projects is the fast-paced, "just the facts" guide these managers need. This concise, rapid-fire guide identifies the pitfalls, and presents actionable solutions for every stage of the development lifecycle. Legendary IT leader Ed Yourdon systematically addresses virtually every key challenge associated with managing high-intensity Internet development. Coverage includes: managing the difficult negotiations and unique politics of Internet projects; transforming business processes associated with the project; developing successful e-business strategies; managing risk; identifying tools and technologies; and much more. Along the way, Yourdon offers practical solutions for establishing requirements, managing design and coding, performing rapid and effective tests; monitoring progress; and much more. For every developer and manager involved in Internet, e-commerce, or mobile application development.
More details
Language
English
Place of publication
Upper Saddle River
United States
Publishing group
Pearson Education (US)
Target group
College/higher education
Dimensions
Height: 178 mm
Width: 233 mm
Thickness: 16 mm
Weight
318 gr
ISBN-13
978-0-13-062110-8 (9780130621108)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Person
ED YOURDON is author or co-author of more than two dozen books, including Death March, The Decline and Fall of the American Programmer, and The Rise and Resurrection of the American Programmer. In June 1997, he was inducted into the Computer Hall of Fame, joining notables such as Charles Babbage, Seymour Cray, James Martin, Grace Hopper, Gerald Weinberg, and Bill Gates. Widely known as co-developer of the popular Coad/Yourdon OO methodology, he founded and led YOURDON, Inc., a consulting firm that trained over 250,000 people worldwide.
Content
1. Introduction.
Users and managers are becoming more demanding. Many Internet-based projects require BPR to succeed. Peopleware issues are often exacerbated. The pace of business demands faster implementation. Internet-based projects are often exposed to much greater risks than before. New technologies are emerging faster. Conclusion.
2. Project Politics and Negotiations.
Identifying the key players. Determining the basic nature of the project. Managing project definition: What does "success" mean? Estimating techniques. Tools for assisting the estimation process. Tradeoffs among schedule, budget, staff, and quality. What to do when rational negotiations are impossible. Conclusion.
3. Business Process Re-engineering.
Introduction. Processes, core processes, and process interfaces. The role of IT in a BPR project. Critical success factors in BPR. A BPR management plan. Conclusion.
4. E-Business Strategy.
Developing a business strategy. The impact of the Internet on business strategy. Basic types of business strategy. Implementing the business strategy. Conclusion.
5. Managing the Software Process.
Introduction. Heavy processes. Light/Agile processes. A recommended light process. Conclusion.
6. Managing the Requirements Process.
Introduction. The importance of requirements. Eliciting requirements from the user. Documenting requirements. Managing the requirements. Conclusion.
7. Managing the Design and Coding Processes.
Introduction. Design issues. Coding issues. Conclusion.
8. Managing the Testing Process.
Introduction. Scheduling the testing activity. The testing process. Categories of testing for Internet-related systems. Criteria for completion. Conclusion.
9. Monitoring Project Progress.
Introduction. Managing the team's time. Project reviews, walkthroughs, and inspections. Defect tracking against quality targets. The "daily build" concept. Conclusion.
10. Managing Risk.
Introduction. Conclusion.
11. Managing the Team.
Introduction. Hiring and staffing issues. Loyalty, commitment, motivation and rewards. Team-building issues. Workplace conditions for high-intensity Internet projects. Conclusion.
12. Managing Tools and Technology.
The minimal toolset. Tools and process. Risks of choosing new tools. Conclusion.
Final Thoughts.
Index.
Users and managers are becoming more demanding. Many Internet-based projects require BPR to succeed. Peopleware issues are often exacerbated. The pace of business demands faster implementation. Internet-based projects are often exposed to much greater risks than before. New technologies are emerging faster. Conclusion.
2. Project Politics and Negotiations.
Identifying the key players. Determining the basic nature of the project. Managing project definition: What does "success" mean? Estimating techniques. Tools for assisting the estimation process. Tradeoffs among schedule, budget, staff, and quality. What to do when rational negotiations are impossible. Conclusion.
3. Business Process Re-engineering.
Introduction. Processes, core processes, and process interfaces. The role of IT in a BPR project. Critical success factors in BPR. A BPR management plan. Conclusion.
4. E-Business Strategy.
Developing a business strategy. The impact of the Internet on business strategy. Basic types of business strategy. Implementing the business strategy. Conclusion.
5. Managing the Software Process.
Introduction. Heavy processes. Light/Agile processes. A recommended light process. Conclusion.
6. Managing the Requirements Process.
Introduction. The importance of requirements. Eliciting requirements from the user. Documenting requirements. Managing the requirements. Conclusion.
7. Managing the Design and Coding Processes.
Introduction. Design issues. Coding issues. Conclusion.
8. Managing the Testing Process.
Introduction. Scheduling the testing activity. The testing process. Categories of testing for Internet-related systems. Criteria for completion. Conclusion.
9. Monitoring Project Progress.
Introduction. Managing the team's time. Project reviews, walkthroughs, and inspections. Defect tracking against quality targets. The "daily build" concept. Conclusion.
10. Managing Risk.
Introduction. Conclusion.
11. Managing the Team.
Introduction. Hiring and staffing issues. Loyalty, commitment, motivation and rewards. Team-building issues. Workplace conditions for high-intensity Internet projects. Conclusion.
12. Managing Tools and Technology.
The minimal toolset. Tools and process. Risks of choosing new tools. Conclusion.
Final Thoughts.
Index.