Preface |
Elements of Effective Software Management / Part 1: |
What Makes a Good Software Manager? / Chapter 1: |
People perspective / 1.1: |
Business perspective / 1.2: |
Process perspective / 1.3: |
Successful process techniques / 1.3.1: |
Best practices / 1.3.2: |
Management "secrets" / 1.3.3: |
Key thoughts in this chapter / 1.4: |
References |
Four Basics that Work / Chapter 2: |
People, process, and product / 2.1: |
People / 2.1.1: |
Process / 2.1.2: |
Product / 2.1.3: |
Balancing the 3Ps / 2.1.4: |
Visibility / 2.2: |
Basic visibility techniques / 2.2.1: |
Using the techniques / 2.2.2: |
Configuration management / 2.3: |
The CM plan / 2.3.1: |
Basic baselines / 2.3.2: |
Activities / 2.3.3: |
CM people / 2.3.4: |
CM sketch / 2.3.5: |
Standards / 2.4: |
What Doesn't Work and Why / 2.5: |
When the 3Ps are out of balance / 3.1: |
When there's not enough visibility / 3.2: |
When configuration management is missing or abused / 3.3: |
When standards are dismissed / 3.4: |
Managing a Project Day by Day / 3.5: |
Balancing the 3Ps to create a good environment / 4.1: |
Emotional safety / 4.1.1: |
Emphasis on team empowerment / 4.1.2: |
High degree of personal interaction / 4.1.3: |
Good balance of work and rest / 4.1.4: |
Structure that promotes success / 4.1.5: |
Visibility: Project control in a simple equation / 4.2: |
Collecting status / 4.2.1: |
Collection guidelines / 4.2.2: |
Making status visible and undistorted / 4.2.3: |
Analyzing the situation / 4.2.4: |
Taking action / 4.2.5: |
Making and communicating decisions / 4.2.6: |
Making a decision visible / 4.2.7: |
Keeping the environment good / 4.2.8: |
Managing an external supplier / 4.2.9: |
CM: Managing baselines with milestones / 4.3: |
Looking to standards for help / 4.4: |
The Development Life-Cycle: Early Stages / 4.5: |
Requirements / Chapter 5: |
Balancing the 3Ps: Requirements gathering and analysis / 5.1: |
Selecting the requirements engineer / 5.1.1: |
Interviewing customers / 5.1.2: |
Conducting group meetings / 5.1.3: |
Diffusing tense situations / 5.1.4: |
Evolving requirements / 5.1.5: |
Requirements vs. design / 5.1.6: |
Visibility: Making requirements known / 5.2: |
An overview of techniques / 5.2.1: |
Joint Application Development / 5.2.2: |
Design by Walking Around / 5.2.3: |
System Storyboarding Technique / 5.2.4: |
Concept of operations / 5.2.5: |
Mind maps / 5.2.6: |
Gilb charts / 5.2.7: |
Method 315 / 5.2.8: |
Rapid prototyping / 5.2.9: |
Software diagrams / 5.2.10: |
The software requirements specification / 5.2.11: |
Database support / 5.2.12: |
Using CM / 5.3: |
Using standards / 5.4: |
Planning / 5.5: |
Elements of a good plan / 6.1: |
Balancing the 3Ps: Selecting the process / 6.2: |
Prototyping / 6.2.1: |
Rapid application development / 6.2.2: |
Microsoft process / 6.2.3: |
Spiral process / 6.2.4: |
Process improvement mechanisms / 6.2.5: |
Making the project visible: Planning techniques / 6.3: |
Project context / 6.3.1: |
Creating a task network / 6.3.2: |
Cards on the wall planning / 6.3.3: |
Making the project visible: Estimating techniques / 6.4: |
Rayleigh model / 6.4.1: |
PSP's Probe / 6.4.2: |
A technique for simple estimation / 6.4.3: |
Judging an estimate / 6.4.4: |
Tailoring techniques to the process model / 6.4.5: |
All-in-one military and commercial standards / 6.5: |
Documenting the plan / 6.6.2: |
Risk Management / 6.7: |
A task overview / 7.1: |
Balancing the 3Ps: Uncertainty and choice / 7.2: |
Risk identification / 7.2.1: |
Risk planning / 7.2.2: |
Risk control / 7.2.3: |
Risk monitoring / 7.2.4: |
Risk directing and staffing / 7.2.5: |
Making risk visible / 7.3: |
Risk estimating / 7.3.1: |
Risk evaluation / 7.3.2: |
Risk analysis products / 7.3.3: |
The Development Life-Cycle: Middle to Late Stages / 7.4: |
Design / Chapter 8: |
The challenges of the 3Ps / 8.1: |
Managing creativity / 8.1.1: |
Reducing design frustration / 8.1.2: |
Evaluating and selecting from design alternatives / 8.1.3: |
Visibility--Expressing the design / 8.2: |
Words / 8.2.1: |
Pictures / 8.2.2: |
Configuration control boards / 8.3: |
Design documents / 8.3.2: |
Tracing requirements / 8.3.3: |
Standards: Writing the SDD / 8.4: |
Contents / 8.4.1: |
Organization / 8.4.2: |
Integration and Testing / 8.5: |
Some I&T myths / 9.1: |
Managing the 3Ps: People / 9.2: |
Managing the 3Ps: Process / 9.3: |
Common testing problems / 9.3.1: |
IDEA / 9.3.2: |
Verification and validation / 9.3.3: |
Visibility: Testing techniques and details / 9.4: |
Elements of effective testing / 9.4.1: |
Black box testing / 9.4.2: |
White box testing / 9.4.3: |
Combining white box and black box testing / 9.4.4: |
Integration testing / 9.4.5: |
Acceptance testing / 9.4.6: |
Regression testing / 9.4.7: |
Cleanroom testing / 9.4.8: |
How testing relates to other activities / 9.5: |
Controlling test artifacts / 9.5.2: |
Using the requirements traceability matrix / 9.5.3: |
Standards: Documenting the test plan / 9.6: |
Software Maintenance / 9.7: |
What is maintenance? / 10.1: |
Maintenance or development? / 10.1.1: |
Maintenance activities / 10.1.2: |
Why use configuration management? / 10.1.3: |
Why is it so expensive and difficult? / 10.1.4: |
Balancing the 3Ps: Managing the maintainers / 10.2: |
Balancing the 3Ps: Managing the process / 10.3: |
Balancing the 3Ps: Making the most of the product / 10.4: |
Visibility: Understanding the maintenance stages / 10.5: |
Identification and classification / 10.5.1: |
Analysis / 10.5.2: |
Implementation / 10.5.3: |
System test / 10.5.5: |
Acceptance test / 10.5.6: |
Delivery / 10.5.7: |
Keeping baselines straight / 10.6: |
Managing releases / 10.6.2: |
Pacing the process / 10.6.3: |
Applying the Principles / 10.7: |
Cookbook / Chapter 11: |
Essentials / 11.1: |
Use journals and decision records / 11.1.1: |
Perform all CM activities / 11.1.2: |
Manage day by day / 11.1.3: |
Use standards / 11.1.4: |
Conduct post-mortems / 11.1.5: |
OPT: A waterfall project / 11.2: |
Context / 11.2.1: |
Project details / 11.2.2: |
System upgrade: An evolutionary project / 11.3: |
CTRan: A spiral project / 11.3.1: |
Risks / 11.4.1: |
Quadrants of the spiral / 11.4.3: |
Cycles of the spiral / 11.4.5: |
Appendices / 11.5: |
Documents for the OPT Project / Appendix A: |
OPT Executive Sponsor Memorandum |
OPT Project Context Document |
OPT Configuration Management Plan |
OPT Concept of Operations |
OPT Software Requirements Specification |
OPT Software Project Management Plan |
OPT Software Design Description |
Configuration Management / Appendix B: |
Will the Real CM please stand up? / B.1: |
The main ingredients / B.2: |
Baselines / B.3: |
Basics / B.3.1: |
Applying baselines in a waterfall project / B.3.2: |
Applying baselines in a non-waterfall project / B.3.3: |
Documenting baselines / B.3.4: |
Baseline contents / B.3.5: |
Interface control documents / B.3.6: |
CM Activities / B.4: |
Identification / B.4.1: |
Control / B.4.2: |
Auditing / B.4.3: |
Status accounting / B.4.4: |
CM staff / B.5: |
Project manager / B.5.3: |
CM plan / B.6: |
A CM sketch / B.7: |
Summary / B.8: |
Structured Analysis and Design / Appendix C: |
Structured analysis / C.1: |
Environmental model / C.1.2: |
Preliminary behavioral model / C.1.3: |
Final behavioral model / C.1.4: |
Finished essential model / C.1.5: |
Structured design / C.2: |
User implementation model / C.2.1: |
Systems implementation model / C.2.2: |
Program implementation model / C.2.3: |
Annotated Bibliography / Appendix D: |
Index |
About the Author |
Preface |
Elements of Effective Software Management / Part 1: |
What Makes a Good Software Manager? / Chapter 1: |