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<p>Preface xv</p> <p><b>1 Introduction 1</b></p> <p>1.1 Introduction to Software Project Management, 1</p> <p>1.2 Objectives of This Chapter, 2</p> <p>1.3 Why Managing and Leading Software Projects Is Difficult, 2</p> <p>1.4 The Nature of Project Constraints, 9</p> <p>1.5 A Workfl ow Model for Managing Software Projects, 13</p> <p>1.6 Organizational Structures for Software Projects, 16</p> <p>1.7 Organizing the Project Team, 19</p> <p>1.8 Maintaining the Project Vision and the Product Vision, 21</p> <p>1.9 Frameworks, Standards, and Guidelines, 22</p> <p>1.10 Key Points of Chapter 1, 23</p> <p>1.11 Overview of the Text, 23</p> <p><b>2 Process Models for Software Development 39</b></p> <p>2.1 Introduction to Process Models, 39</p> <p>2.2 Objectives of This Chapter, 42</p> <p>2.3 A Development-Process Framework, 42</p> <p>2.4 Tailoring the System Engineering Framework for Software-Only Projects, 52</p> <p>2.5 Traditional Software Development Process Models, 54</p> <p>2.6 Iterative-Development Process Models, 58</p> <p>2.7 Designing an Iterative-Development Process, 72</p> <p>2.8 The Role of Prototyping in Software Development, 74</p> <p>2.9 Key Points of Chapter 2, 75</p> <p><b>3 Establishing Project Foundations 85</b></p> <p>3.1 Introduction to Project Foundations, 85</p> <p>3.2 Objectives of This Chapter, 86</p> <p>3.3 Software Acquisition, 87</p> <p>3.4 Requirements Engineering, 88</p> <p>3.5 Process Foundations, 109</p> <p>3.6 Key Points of Chapter 3, 112</p> <p><b>4 Plans and Planning 119</b></p> <p>4.1 Introduction to the Planning Process, 119</p> <p>4.2 Objectives of This Chapter, 120</p> <p>4.3 The Planning Process, 121</p> <p>4.4 The CMMI-DEV-v1.2 Process Area for Project Planning, 125</p> <p>4.5 A Minimal Project Plan, 129</p> <p>4.6 A Template for Software Project Management Plans, 130</p> <p>4.7 Techniques for Preparing a Project Plan, 150</p> <p>4.8 Key Points of Chapter 4, 154</p> <p><b>5 Project Planning Techniques 173</b></p> <p>5.1 Introduction to Project Planning Techniques, 173</p> <p>5.2 Objectives of This Chapter, 174</p> <p>5.3 The Scope of Planning, 175</p> <p>5.4 Rolling-Wave Planning, 175</p> <p>5.5 Scenarios for Developing a Project Plan, 176</p> <p>5.6 Developing the Architecture Decomposition View and the Work Breakdown Structure, 177</p> <p>5.7 Guidelines for Designing Work Breakdown Structures, 182</p> <p>5.8 Developing the Project Schedule, 188</p> <p>5.9 Developing Resource Profiles, 193</p> <p>5.10 Resource-Gantt Charts, 199</p> <p>5.11 Estimating Project Effort, Cost, and Schedule, 199</p> <p>5.12 Key Points of Chapter 5, 201</p> <p><b>6 Estimation Techniques 207</b></p> <p>6.1 Introduction to Estimation Techniques, 207</p> <p>6.2 Objectives of This Chapter, 208</p> <p>6.3 Fundamental Principles of Estimation, 209</p> <p>6.4 Designing to Project Constraints, 214</p> <p>6.5 Estimating Product Size, 216</p> <p>6.6 Pragmatic Estimation Techniques, 224</p> <p>6.7 Theory-Based Estimation Models, 230</p> <p>6.8 Regression-Based Estimation Models, 234</p> <p>6.9 Estimation Tools, 249</p> <p>6.10 Estimating Life Cycle Resources, Effort, and Cost, 249</p> <p>6.11 An Estimation Procedure, 251</p> <p>6.12 A Template for Recording Estimates, 256</p> <p>6.13 Key Points of Chapter 6, 258</p> <p><b>7 Measuring and Controlling Work Products 265</b></p> <p>7.1 Introduction to Measuring and Controlling Work Products, 265</p> <p>7.2 Objectives of This Chapter, 268</p> <p>7.3 Why Measure?, 268</p> <p>7.4 What Should Be Measured?, 269</p> <p>7.5 Measures and Measurement, 270</p> <p>7.6 Measuring Product Attributes, 276</p> <p>7.7 Measuring and Analyzing Software Defects, 301</p> <p>7.8 Choosing Product Measures, 309</p> <p>7.9 Practical Software Measurement, 311</p> <p>7.10 Guidelines for Measuring and Controlling Work Products, 311</p> <p>7.11 Rolling-Wave Adjustments Based on Product Measures and Measurement, 313</p> <p>7.12 Key Points of Chapter 7, 313</p> <p><b>8 Measuring and Controlling Work Processes 333</b></p> <p>8.1 Introduction to Measuring and Controlling Work Processes, 333</p> <p>8.2 Objectives of This Chapter, 336</p> <p>8.3 Measuring and Analyzing Effort, 336</p> <p>8.4 Measuring and Analyzing Rework Effort, 339</p> <p>8.5 Tracking Effort, Schedule, and Cost; Estimating Future Status, 342</p> <p>8.6 Earned Value Reporting, 347</p> <p>8.7 Project Control Panel, 353</p> <p>8.8 Key Points of Chapter 8, 357</p> <p><b>9 Managing Project Risk 363</b></p> <p>9.1 Introduction to Managing Project Risk, 363</p> <p>9.2 Objectives of This Chapter, 365</p> <p>9.3 An Overview of Risk Management for Software Projects, 366</p> <p>9.4 Conventional Project Management Techniques, 369</p> <p>9.5 Risk Identifi cation Techniques, 373</p> <p>9.6 Risk Analysis and Prioritization, 381</p> <p>9.7 Risk Mitigation Strategies, 382</p> <p>9.8 Top-N Risk Tracking and Risk Registers, 388</p> <p>9.9 Controlling the Risk Management Process, 392</p> <p>9.10 Crisis Management, 394</p> <p>9.11 Risk Management at the Organizational Level, 395</p> <p>9.12 Joint Risk Management, 396</p> <p>9.13 Key Points of Chapter 9, 396</p> <p><b>10 Teams, Teamwork, Motivation, Leadership, and Communication 407</b></p> <p>10.1 Introduction, 407</p> <p>10.2 Objectives of This Chapter, 408</p> <p>10.3 Managing versus Leading, 408</p> <p>10.4 Teams and Teamwork, 410</p> <p>10.5 Maintaining Morale and Motivation, 417</p> <p>10.6 Can't versus Won't, 418</p> <p>10.7 Personality Styles, 420</p> <p>10.8 The Five-Layer Behavioral Model, 427</p> <p>10.9 Key Points of Chapter 10, 430</p> <p><b>11 Organizational Issues 439</b></p> <p>11.1 Introduction to Organizational Issues, 439</p> <p>11.2 Objectives of This Chapter, 440</p> <p>11.3 The Infl uence of Corporate Culture, 441</p> <p>11.4 Assessing and Nurturing Intellectual Capital, 443</p> <p>11.5 Key Personnel Roles, 444</p> <p>11.6 Fifteen Guidelines for Organizing and Leading Software Engineering Teams, 449</p> <p>11.6.3 Summary of the Guidelines, 463</p> <p>11.7 Key Points of Chapter 11, 464</p> <p>Glossary of Terms 471</p> <p>Guidance for Term Projects 481</p> <p>Index 487</p>

"This book is readable, informative, and well organized.... The material presented is up to date with respect to documents that were published at the time the book was written." (<i>Computing Reviews</i>, May 15, 2009) <p>"Mark it up and keep it on your bookshelf, and be sure to reference it frequently." (<i>Computing Reviews</i>, April 28, 2008)</p>

<b>Richard E. (Dick) Fairley</b>, PhD, is founder and Principal Associate of Software Engineering Management Associates (SEMA), a firm specializing in consulting services and training in software systems engineering, software project management, cost estimation, project planning and control techniques, risk management, and process assessment and improvement. He is also an Adjunct Professor of Computer Science and Engineering at Colorado Technical University in Colorado Springs, Colorado. He is a former associate dean, department head, director of software engineering, and professor of computer science at the OGI School of Science and Engineering in Beaverton, Oregon. Dr. Fairley has designed and implemented educational programs in universities and in industry, headed research programs in software engineering, and lectured to and consulted with many companies worldwide.

<b>Discover the fundamental techniques for managing and leading software projects</b> <p>This book bridges the communication gap between project managers and software developers working toward the common goal of developing successful software products and software systems. It provides the insights, methods, tools, and techniques necessary to understand the basic principles of software project management: planning and estimating, measuring and controlling, leading and communicating, and managing risk. It introduces software development methods, from?traditional (hacking, requirements to code, and waterfall) to iterative (incremental build, evolutionary, agile, and spiral), and illustrates and emphasizes how to tailor the development process to specific projects.</p> <p>By reading this text and working through the exercises provided in each chapter, readers will learn how software projects differ from other kinds of projects (i.e., construction, agricultural, manufacturing, administrative, and traditional engineering projects), and how the methods and techniques of project management can be modified and adapted for software projects.</p> <p>Three appendices contain a glossary of terms, which is based on and augments IEEE Standard 610; suggestions for term projects; and an annotated template for preparingsoftware project management plans. Additionally, a URL listed in the Preface directs readers to a Web site that provides supporting materials for the text.</p> <p>Clearly written and easy to follow, this book serves as an accessible textbook for advanced undergraduate- and graduate-level software engineering courses, as well as a valuable reference for software developers and software project managers.</p>

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