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Full Description
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.
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
