مدیریت پروژه نرم‌افزار: یک چارچوب یکپارچه

Software Project Management presents a new management framework uniquely suited to the complexities of modern software development. Walker Royce's pragmatic perspective exposes the shortcomings of many well-accepted management priorities and equips software professionals with state-of-the-art knowledge derived from his twenty years of successful from-the-trenches project management experience. Cover......Page 1 Contents......Page 8 List of Figures......Page 14 List of Tables......Page 18 Foreword......Page 22 Preface......Page 24 PART I: SOFTWARE MANAGEMENT RENAISSANCE......Page 30 CHAPTER 1 Conventional Software Management......Page 34 1.1 The Waterfall Model......Page 35 1.2 Conventional Software Management Performance......Page 46 2.1 Software Economics......Page 50 2.2 Pragmatic Software Cost Estimation......Page 55 CHAPTER 3 Improving Software Economics......Page 60 3.1 Reducing Software Product Size......Page 62 3.2 Improving Software Processes......Page 69 3.3 Improving Team Effectiveness......Page 72 3.4 Improving Automation through Software Environments......Page 75 3.5 Achieving Required Quality......Page 77 3.6 Peer Inspections: A Pragmatic View......Page 80 4.1 The Principles of Conventional Software Engineering......Page 84 4.2 The Principles of Modern Software Management......Page 92 4.3 Transitioning to an Iterative Process......Page 95 PART II: A SOFTWARE MANAGEMENT PROCESS FRAMEWORK......Page 98 CHAPTER 5 Life-Cycle Phases......Page 102 5.1 Engineering and Production Stages......Page 103 5.2 Inception Phase......Page 105 5.3 Elaboration Phase......Page 106 5.4 Construction Phase......Page 108 5.5 Transition Phase......Page 109 CHAPTER 6 Artifacts of the Process......Page 112 6.1 The Artifact Sets......Page 113 6.2 Management Artifacts......Page 125 6.3 Engineering Artifacts......Page 132 6.4 Pragmatic Artifacts......Page 134 CHAPTER 7 Model-Based Software Architectures......Page 138 7.1 Architecture: A Management Perspective......Page 139 7.2 Architecture: A Technical Perspective......Page 140 CHAPTER 8 Workflows of the Process......Page 146 8.1 Software Process Workflows......Page 147 8.2 Iteration Workflows......Page 150 CHAPTER 9 Checkpoints of the Process......Page 154 9.1 Major Milestones......Page 155 9.2 Minor Milestones......Page 161 9.3 Periodic Status Assessments......Page 162 PART III: SOFTWARE MANAGEMENT DISCIPLINES......Page 164 10.1 Work Breakdown Structures......Page 168 10.2 Planning Guidelines......Page 175 10.3 The Cost and Schedule Estimating Process......Page 178 10.4 The Iteration Planning Process......Page 179 10.5 Pragmatic Planning......Page 182 CHAPTER 11 Project Organizations and Responsibilities......Page 184 11.1 Line-of-Business Organizations......Page 185 11.2 Project Organizations......Page 187 11.3 Evolution of Organizations......Page 194 CHAPTER 12 Process Automation......Page 196 12.1 Tools: Automation Building Blocks......Page 197 12.2 The Project Environment......Page 201 CHAPTER 13 Project Control and Process Instrumentation......Page 216 13.1 The Seven Core Metrics......Page 217 13.2 Management Indicators......Page 219 13.3 Quality Indicators......Page 225 13.4 Life-Cycle Expectations......Page 228 13.5 Pragmatic Software Metrics......Page 230 13.6 Metrics Automation......Page 231 14.1 Process Discriminants......Page 238 14.2 Example: Small-Scale Project versus Large-Scale Project......Page 247 PART IV: LOOKING FORWARD......Page 250 CHAPTER 15 Modern Project Profiles......Page 254 15.1 Continuous Integration......Page 255 15.2 Early Risk Resolution......Page 256 15.3 Evolutionary Requirements......Page 257 15.4 Teamwork among Stakeholders......Page 258 15.5 Top 10 Software Management Principles......Page 260 15.6 Software Management Best Practices......Page 261 16.1 Next-Generation Cost Models......Page 266 16.2 Modern Software Economics......Page 271 CHAPTER 17 Modern Process Transitions......Page 276 17.1 Culture Shifts......Page 277 17.2 Denouement......Page 280 PART V: CASE STUDIES AND BACKUP MATERIAL......Page 284 APPENDIX A: The State of the Practice in Software Management......Page 288 APPENDIX B: The COCOMO Cost Estimation Model......Page 294 B.1 COCOMO......Page 295 B.2 Ada COCOMO......Page 298 B.3 COCOMO II......Page 303 APPENDIX C: Change Metrics......Page 312 C.1 Overview......Page 313 C.2 Metrics Derivation......Page 315 C.3 Pragmatic Change Metrics......Page 326 APPENDIX D: CCPDS-R Case Study......Page 328 D.1 Context for the Case Study......Page 329 D.2 Common Subsystem Overview......Page 330 D.3 Project Organization......Page 333 D.4 Common Subsystem Product Overview......Page 334 D.5 Process Overview......Page 339 D.6 Demonstration-Based Assessment......Page 355 D.7 Core Metrics......Page 366 D.8 Other Metrics......Page 377 D.9 People Factors......Page 385 D.10 Conclusions......Page 388 E.1 CMM Overview......Page 392 E.2 Pragmatic Process Improvement......Page 395 E.3 Maturity Questionnaire......Page 396 E.4 Questions Not Asked by the Maturity Questionnaire......Page 416 E.5 Overall Process Assessment......Page 419 C......Page 420 E......Page 421 M......Page 422 P......Page 423 S......Page 424 W......Page 425 References......Page 426 C......Page 430 E......Page 431 M......Page 432 P......Page 433 S......Page 434 W......Page 435 Description This book provides a clear and provocative discussion of the economics, metrics, and management strategies necessary to plan and execute a software project successfully. Royce discusses, with refreshing candor, some of the fads, follies, and excesses of the software industry, clearly differentiating proven techniques and obsolete methods. Paired with this insightful examination are compelling arguments for new management approaches that are sure to stimulate debate. The relative impacts of these new techniques are quantified through simple economic analyses, common sense, and anecdotal evidence. The resulting framework strikes a pragmatic balance between theory and practice that can be readily applied in today's challenging development environment. An extensive case study analysis of a large-scale, million-line project deployed successfully on schedule and under budget using these methods further illustrates their application Software project managers face the same challenges as managers in other industries and disciplines. For example, they must keep their teams motivated, cost justify their strategies, beat deadlines, and balance budgets. These issues are even more challenging in the world of software development, where technologies, terms, and processes shift rapidly. This book explains the latest management strategies and techniques in software development and provides managers with the necessary background and keen insight to plan and execute a successful software project. Presents new management framework uniquely suited to the complexities of modern software development. Exposes the shortcoming of many wellaccepted management priorities & equips software professionals with state-of-the-art knowledge derived from the authors 20 years successful experience with project management. Computer software - Development - Management.