Dynamic Software Development

Dynamic Software Development: Managing Projects in Flux

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Features

  • Offers a detailed, specific guide for managing the entire development effort, including new development and software maintenance
  • Supplies a strategy for managers to effectively control the development effort without imposing artificial and burdensome constraints on the developer
  • Illustrates how to customize and apply the techniques provided to each specific organization
  • Includes effective, non-linear management techniques that can respond to the intensifying demand for Web-based applications, and the growing pressure on development teams to improve their offering
  • Summary

    The ever changing nature of information makes the job of managing software development notoriously difficult. Dynamic Software Development: Managing Projects in Flux eases the burden by defining the principles, practices, skills, and techniques needed to manage a dynamic development environment. At a hands-on level, the text helps managers define the project goal and the actual situation, plan progress, manage developers, and monitor productivity. At a higher level, the book helps managers determine a strategic framework, ease workflow in the development environment, obtain funding, increase economic return, and implement leadership by consensus.

    Targeted at those who manage information systems, corporate information, and developers, the book features a section at the end of each chapter to help you apply and customize the recommended techniques to your specific organization. It addresses recent approaches to building applications such as Extreme Programming, Adaptive Software Development, and "lightweight" methodologies. Noting the failure of similar techniques in the past, the author shows how such ideas can only achieve their true potential via the common, consistent management techniques outlined in Dynamic Software Development.

    About the Author:

    Timothy Wells is a recognized expert in project management and project planning. Mr. Wells is an associate professor in Information Technology at the Rochester Institute of Technology. He has more than 28 years of experience in the software industry. His current focus is on information asset management and the effective use of technology for improving organizational performance.

    Table of Contents

    Defining the Goal…Or Visualizing the Ideal
    Skills and Success
    Knowledge Management
    Manager's Nightmare
    Information as the Manager's Tool
    Trust What You Know, Not What You Are Told
    Applying Dynamic Management
    Defining Work…Or What's Really Happening in the Trenches
    A Day in the Life of a Developer
    Relating Management to Work
    A Unit of Work = Chunk of Information
    Defining Tasks
    Projecting Size
    Work and Corroboration
    Make It Specifically Yours
    Applying Dynamic Management
    Planning Progress…Or What You Don't Know Can Hurt You
    Information Structure
    Real Building Blocks
    Reward Complete Thinking
    Real Uncertainty
    Watch the Result, Not the Process
    Applying Dynamic Management
    Managing Developers…Or Dance With the One Who Brought You
    No Management? No Documentation?
    Diverse Skill Set
    Combining Work and Learning
    The Team of One
    Multi-Team Efforts
    Motivating by Rewarding Consistent Work
    Applying Dynamic Management
    Monitoring Productivity…Or Getting Better All the Time
    Measuring Work Done
    Measuring What Has Changed
    Determining Work's Cost
    Demanding Enhanced Value
    Applying Dynamic Management
    Strategic Framework…Or Metadesign Integrity
    The Importance of System Architecture
    Technology Decisions
    Mapping Architecture to Elements
    Architecture's Dark Side
    Applying Dynamic Management
    Constructive Development Environment…Or Making Work Flow
    Conflict within the Environment
    Seven Components of a Development Environment
    Sources of Conflict
    Assessing the Environment
    Ongoing Assessment
    Applying Dynamic Management
    Managing Managers…Or I'm OK, but the Rest of Them?
    Dealing with Expectations
    The Delegate Channel
    The Collaborate Channel
    The Service Channel
    Selling Enhanced Value
    Applying Dynamic Management
    Funding and Economic Return…Or Paying the Way
    Funding as Risk Containment
    Funding the Perpetual Effort
    Paying for Asset Development
    Applying Dynamic Management
    Leadership by Consensus…Or if You're Going My Way
    Decision Councils
    Leadership through Criticism
    Need for Responsibility
    Applying Dynamic Management
    Postscript
    Appendices
    Distorted Reality…Or Why Phased Management is Appealing
    Where to Begin…Or Getting Started with Dynamic Management
    Capability Maturity Model and Dynamic Software Management
    Dynamic Management Information Model
    Glossary
    Reading List
    DSM Case Study
    Each chapter concludes with a case study excerpt

    Editorial Reviews

    "If you wish Information Technology projects would add business value and avoid missing deadlines, then read this. This book offers Information Technology project managers a method to ensure: no one is surprised (expectations are met), users are delighted, developers feel good about their work, change requests are quickly and successfully addressed."
    - The Measured Newsletter

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