{"product_id":"the-complete-software-project-manager-isbn-9781119161837","title":"The Complete Software Project Manager","description":"\u003cb\u003eYour answer to the software project management gap\u003c\/b\u003e \u003cp\u003e\u003ci\u003eThe Complete Software Project Manager: From Planning to Launch and Beyond\u003c\/i\u003e addresses an interesting problem experienced by today's project managers: they are often leading software projects, but have no background in technology. To close this gap in experience and help you improve your software project management skills, this essential text covers key topics, including: how to understand software development and why it is so difficult, how to plan a project, choose technology platforms, and develop project specifications, how to staff a project, how to develop a budget, test software development progress, and troubleshoot problems, and what to do when it all goes wrong. Real-life examples, hints, and management tools help you apply these new ideas, and lists of red flags, danger signals, and things to avoid at all costs assist in keeping your project on track. \u003c\/p\u003e\u003cp\u003eCompanies have, due to the nature of the competitive environment, been somewhat forced to adopt new technologies. Oftentimes, the professionals leading the development of these technologies do not have any experience in the tech field—and this can cause problems. To improve efficiency and effectiveness, this groundbreaking book offers guidance to professionals who need a crash course in software project management. \u003c\/p\u003e\u003cul\u003e \u003cli\u003eReview the basics of software project management, and dig into the more complicated topics that guide you in developing an effective management approach\u003c\/li\u003e \u003cli\u003eAvoid common pitfalls by perusing red flags, danger signals, and things to avoid at all costs\u003c\/li\u003e \u003cli\u003eLeverage practical roadmaps, charts, and step-by-step processes\u003c\/li\u003e \u003cli\u003eExplore real-world examples to see effective software project management in action\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003e\u003ci\u003eThe Complete Software Project Manager: From Planning to Launch and Beyond\u003c\/i\u003e is a fundamental resource for professionals who are leading software projects but do not have a background in technology. \u003c\/p\u003e\u003cp\u003eFOREWORD xvii\u003c\/p\u003e \u003cp\u003eACKNOWLEDGMENTS xix\u003c\/p\u003e \u003cp\u003eABOUT THE AUTHOR xxi\u003c\/p\u003e \u003cp\u003eINTRODUCTION xxiii\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 1 Software Development Explained: Creativity Meets Complexity 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Definition of Software Development 1\u003c\/p\u003e \u003cp\u003eWhy Is Software Development So Difficult? Hint: It’s Not Like Building a House 1\u003c\/p\u003e \u003cp\u003eThe Simple, the Complicated, and the Complex 2\u003c\/p\u003e \u003cp\u003eMetaphor #1: Piles of Snow 3\u003c\/p\u003e \u003cp\u003eMetaphor #2: The Ikea Desk 4\u003c\/p\u003e \u003cp\u003eMetaphor #3: Heart Surgery 5\u003c\/p\u003e \u003cp\u003eUsing the Three Metaphors in Project Management 6\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 2 Agile, Waterfall, and the Key to Modern Project Management 7\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAgile and Waterfall 7\u003c\/p\u003e \u003cp\u003eWaterfall 7\u003c\/p\u003e \u003cp\u003eWaterfall’s Problems 8\u003c\/p\u003e \u003cp\u003eThe Requirements Requirement 9\u003c\/p\u003e \u003cp\u003eInflexibility 9\u003c\/p\u003e \u003cp\u003eLoss of Opportunity and Time to Market 9\u003c\/p\u003e \u003cp\u003eCustomer Dissatisfaction 10\u003c\/p\u003e \u003cp\u003eAgile 10\u003c\/p\u003e \u003cp\u003eLack of Up-Front Planning 12\u003c\/p\u003e \u003cp\u003eLack of Up-Front Costs 12\u003c\/p\u003e \u003cp\u003eStakeholder Involvement 13\u003c\/p\u003e \u003cp\u003eExtensive Training 13\u003c\/p\u003e \u003cp\u003eWhere Agile Works Best 14\u003c\/p\u003e \u003cp\u003eThe Need for Up-Front Requirements in Many Projects 14\u003c\/p\u003e \u003cp\u003eThe Real World 15\u003c\/p\u003e \u003cp\u003eAgile Enough 15\u003c\/p\u003e \u003cp\u003eThe Software Development Life Cycle 15\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 3 Project Approaches; Off-the-Shelf and Custom Development; One Comprehensive Tool and Specialized Tools; Phased Launches and Pilots 17\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Custom vs. Off-the-Shelf Approach 18\u003c\/p\u003e \u003cp\u003eHistory 18\u003c\/p\u003e \u003cp\u003eThe Benefit of Off-the-Shelf 19\u003c\/p\u003e \u003cp\u003eOff-the-Shelf Examples 19\u003c\/p\u003e \u003cp\u003eThinking You’re Editing When You’re Actually Creating 20\u003c\/p\u003e \u003cp\u003eCommon Challenges with Off-the-Shelf Software 20\u003c\/p\u003e \u003cp\u003eBusiness Compromise 21\u003c\/p\u003e \u003cp\u003eDiscovering You Made the Wrong Choice with Packaged Software 21\u003c\/p\u003e \u003cp\u003eBreaking the Upgrade Path 21\u003c\/p\u003e \u003cp\u003eLocked into a Partnership and the Product Roadmap 22\u003c\/p\u003e \u003cp\u003eExpense of Off-the-Shelf 22\u003c\/p\u003e \u003cp\u003eWhere Packaged Software Works Well 23\u003c\/p\u003e \u003cp\u003eFrameworks and the Blurring Worlds of Custom and Packaged Software 23\u003c\/p\u003e \u003cp\u003eIntegrations vs. One Tool for the Job 24\u003c\/p\u003e \u003cp\u003eTo Phase or Not to Phase 25\u003c\/p\u003e \u003cp\u003eBigger Is Not Always Better 26\u003c\/p\u003e \u003cp\u003eThe Pilot Approach 26\u003c\/p\u003e \u003cp\u003eWhy Not Pilot? 27\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 4 Teams and Team Roles and Responsibilities Defined 29\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTeams and the Roles on Teams 29\u003c\/p\u003e \u003cp\u003eProject Leadership 30\u003c\/p\u003e \u003cp\u003eThe Key Business Stakeholder 31\u003c\/p\u003e \u003cp\u003eThe Project Sponsor 31\u003c\/p\u003e \u003cp\u003eThe Program Manager 32\u003c\/p\u003e \u003cp\u003eProject Manager 32\u003c\/p\u003e \u003cp\u003eMultiple Project Managers 33\u003c\/p\u003e \u003cp\u003eConfusion About the Project Manager Role; It’s More Limited than You Think 34\u003c\/p\u003e \u003cp\u003eProject Team 34\u003c\/p\u003e \u003cp\u003eThe Business Analyst 35\u003c\/p\u003e \u003cp\u003eUser Experience 35\u003c\/p\u003e \u003cp\u003eDesigner 35\u003c\/p\u003e \u003cp\u003eThe Programmers 35\u003c\/p\u003e \u003cp\u003eArchitect 36\u003c\/p\u003e \u003cp\u003eSystems Administrator 36\u003c\/p\u003e \u003cp\u003eTeam Member Choice and Blending Roles 37\u003c\/p\u003e \u003cp\u003eGetting All the Roles Covered 37\u003c\/p\u003e \u003cp\u003eReal-World Examples for Role-Blending 38\u003c\/p\u003e \u003cp\u003eProject Sponsor as Program Manager 38\u003c\/p\u003e \u003cp\u003eProgram Manager as Business Analyst 39\u003c\/p\u003e \u003cp\u003eFront-End Programmer as User Experience 39\u003c\/p\u003e \u003cp\u003eDesign, UX, and Business Analysis 40\u003c\/p\u003e \u003cp\u003eBack-End Programmer as Architect 40\u003c\/p\u003e \u003cp\u003eSysAdmin as Architect 40\u003c\/p\u003e \u003cp\u003eProfessionals and Personalities 40\u003c\/p\u003e \u003cp\u003eProgrammers 40\u003c\/p\u003e \u003cp\u003eProject Managers 41\u003c\/p\u003e \u003cp\u003eBusiness Analysts and User Experience People 42\u003c\/p\u003e \u003cp\u003eArchitects and Systems Administrators 42\u003c\/p\u003e \u003cp\u003eInsource or Outsource: Whether to Staff Roles with Internal People or Get Outside Help 43\u003c\/p\u003e \u003cp\u003eThe Myth that Insourcing Programming Is Better 43\u003c\/p\u003e \u003cp\u003eInexperience with Projects 44\u003c\/p\u003e \u003cp\u003eHow Knowledge Goes Stale 44\u003c\/p\u003e \u003cp\u003eOutsourced Teams 44\u003c\/p\u003e \u003cp\u003eWhen to Use Internal or External Teams 45\u003c\/p\u003e \u003cp\u003eRoles Easiest to Outsource 46\u003c\/p\u003e \u003cp\u003eRoles “in the Middle” 46\u003c\/p\u003e \u003cp\u003eRoles that Are Usually Internal 47\u003c\/p\u003e \u003cp\u003eVendors and Hiring External Resources 47\u003c\/p\u003e \u003cp\u003eSome Tech-Types to Avoid: Dot Communists and Shamans 47\u003c\/p\u003e \u003cp\u003eThe Shamans 48\u003c\/p\u003e \u003cp\u003eBoundaries, Responsibilities, and Driving in Your Lane 49\u003c\/p\u003e \u003cp\u003eTechies Who Don’t Drive in Their Lane 50\u003c\/p\u003e \u003cp\u003eBusiness Stakeholders Who Shirk Responsibilities 50\u003c\/p\u003e \u003cp\u003eBusiness Stakeholders, Step Up! 51\u003c\/p\u003e \u003cp\u003eHave a Trusted Technology Partner 52\u003c\/p\u003e \u003cp\u003eHow Best (and Worst) to Work with Your Technology Partner 52\u003c\/p\u003e \u003cp\u003eToo Many Cooks 53\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 5 Project Research and Technology Choice; Conflicts at the Start of Projects; Four Additional Project Delays; Initial Pitfalls 55\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChoice of Technology, a Definition 56\u003c\/p\u003e \u003cp\u003eThe Project’s Research Phase 56\u003c\/p\u003e \u003cp\u003eCurrent State 56\u003c\/p\u003e \u003cp\u003eIntegrations and Current State 57\u003c\/p\u003e \u003cp\u003eData and Current State 57\u003c\/p\u003e \u003cp\u003eBusiness Needs 58\u003c\/p\u003e \u003cp\u003ePossible Technology Solutions 58\u003c\/p\u003e \u003cp\u003eDemos 59\u003c\/p\u003e \u003cp\u003eComparison Grids 59\u003c\/p\u003e \u003cp\u003eTalk to Other People, a Journalistic Exercise 60\u003c\/p\u003e \u003cp\u003eHow Do You Know When Your Research Is Done? 61\u003c\/p\u003e \u003cp\u003eResearch Reality Check 62\u003c\/p\u003e \u003cp\u003eYou Can’t Run the Control 62\u003c\/p\u003e \u003cp\u003eReligious Wars 63\u003c\/p\u003e \u003cp\u003ePassion over Reason 64\u003c\/p\u003e \u003cp\u003eBusiness Stakeholders and Controlling Ego 64\u003c\/p\u003e \u003cp\u003eHow to Stop a Technology Religious War 65\u003c\/p\u003e \u003cp\u003eNot So Easy 65\u003c\/p\u003e \u003cp\u003ePreventing a Technology Religious War 65\u003c\/p\u003e \u003cp\u003eBeing Right 66\u003c\/p\u003e \u003cp\u003eStopping a War in Its Tracks 66\u003c\/p\u003e \u003cp\u003eDétente and Finally Ending a Technology Religious War 67\u003c\/p\u003e \u003cp\u003eClarity 67\u003c\/p\u003e \u003cp\u003eThe Role of the CIO 68\u003c\/p\u003e \u003cp\u003eTwo Most Important Factors in Core Technology Decisions 69\u003c\/p\u003e \u003cp\u003eBudget Constraints 69\u003c\/p\u003e \u003cp\u003eThe Team 69\u003c\/p\u003e \u003cp\u003eChoosing Technology and What NOT to Consider: The Future 70\u003c\/p\u003e \u003cp\u003eOther Conflicts that Delay the Start of Projects 71\u003c\/p\u003e \u003cp\u003eBusiness Strategy and Organizational Authority 71\u003c\/p\u003e \u003cp\u003eDesign 73\u003c\/p\u003e \u003cp\u003eBlue Sky 73\u003c\/p\u003e \u003cp\u003eOveranalysis 74\u003c\/p\u003e \u003cp\u003eThe Project Charter, a Key Document 74\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 6 Final Discovery; Project Definition, Scope, and Documentation 77\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBudgeting and Ongoing Discovery; Discovery Work Is Real Work 78\u003c\/p\u003e \u003cp\u003eBudgeting Final Discovery 78\u003c\/p\u003e \u003cp\u003eWhat Discovery Costs 79\u003c\/p\u003e \u003cp\u003eWhat Comes Out of Final Discovery: A Plan 79\u003c\/p\u003e \u003cp\u003eGetting to a Plan 80\u003c\/p\u003e \u003cp\u003eThe Murk 80\u003c\/p\u003e \u003cp\u003eGetting Out of the Murk 81\u003c\/p\u003e \u003cp\u003eThe Plan for the Plan—Company A 82\u003c\/p\u003e \u003cp\u003eHosting 82\u003c\/p\u003e \u003cp\u003eContent Entry 82\u003c\/p\u003e \u003cp\u003eSearch 82\u003c\/p\u003e \u003cp\u003eContent Pages and Features 83\u003c\/p\u003e \u003cp\u003eIntegrations 83\u003c\/p\u003e \u003cp\u003eBack-end System 83\u003c\/p\u003e \u003cp\u003eData Migration 84\u003c\/p\u003e \u003cp\u003eHow Anyone Can Make a Plan for the Plan 84\u003c\/p\u003e \u003cp\u003eDifferent Approaches to Elicit the Plan for the Plan 85\u003c\/p\u003e \u003cp\u003eException to the Murk 86\u003c\/p\u003e \u003cp\u003eBreakout Sessions 87\u003c\/p\u003e \u003cp\u003eThe Weeds Are Where the Flowers Grow 87\u003c\/p\u003e \u003cp\u003eNot All Questions Will Be Answered 88\u003c\/p\u003e \u003cp\u003eAgile, Waterfall, and Project Documentation 89\u003c\/p\u003e \u003cp\u003eThe Scope Document 90\u003c\/p\u003e \u003cp\u003eProject Summary 90\u003c\/p\u003e \u003cp\u003eProject Deliverables 90\u003c\/p\u003e \u003cp\u003eOut of Scope 90\u003c\/p\u003e \u003cp\u003eConstraints 91\u003c\/p\u003e \u003cp\u003eAssumptions 91\u003c\/p\u003e \u003cp\u003eRisks 91\u003c\/p\u003e \u003cp\u003eTimeline 92\u003c\/p\u003e \u003cp\u003eBudget, Scope, Timelining, and Horse-Trading 93\u003c\/p\u003e \u003cp\u003eMetrics 93\u003c\/p\u003e \u003cp\u003eWhat About “the List”? 94\u003c\/p\u003e \u003cp\u003eDefining and Visualizing and Project Scope 94\u003c\/p\u003e \u003cp\u003eWhat Usually Happens 95\u003c\/p\u003e \u003cp\u003eThe Chicken and the Egg 95\u003c\/p\u003e \u003cp\u003eCommon Questions 97\u003c\/p\u003e \u003cp\u003eWhere Does Design Fit In? 97\u003c\/p\u003e \u003cp\u003eWorking with Marketing Stakeholders 98\u003c\/p\u003e \u003cp\u003eHow You Know You’re On the Wrong Track 98\u003c\/p\u003e \u003cp\u003eA Word About Ongoing Discovery 99\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 7 Budgeting: The Budgeting Methods; Comparative, Bottom-Up, Top-Down, and Blends; Accurate Estimating 101\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAn Unpleasant Picture 102\u003c\/p\u003e \u003cp\u003eWhat Goes on Behind the Scenes; a Scene 102\u003c\/p\u003e \u003cp\u003eBudgeting Type 1: Comparative Budgeting 103\u003c\/p\u003e \u003cp\u003eGotchas with Comparative Budgeting 104\u003c\/p\u003e \u003cp\u003eBudgeting Type 2: Bottom-Up Budgeting 104\u003c\/p\u003e \u003cp\u003eThe Rub in Bottom-Up Budgeting 105\u003c\/p\u003e \u003cp\u003eBudgeting Type 3: Top-Down and Blends 105\u003c\/p\u003e \u003cp\u003eWhy RFPs Don’t Work 106\u003c\/p\u003e \u003cp\u003eAccurate Estimating and Comparison Budgeting 107\u003c\/p\u003e \u003cp\u003eEffective Estimating in Top-Down and Bottom-Up Budgeting 108\u003c\/p\u003e \u003cp\u003eEstablish a Base Budget for Programming, Ongoing Discovery, Unit Testing, Debugging, and Project Management 108\u003c\/p\u003e \u003cp\u003ePercentages of Each 108\u003c\/p\u003e \u003cp\u003eProgramming Hours—Raw and Final 109\u003c\/p\u003e \u003cp\u003eThe Math Part 109\u003c\/p\u003e \u003cp\u003eAdditional Items to Consider 111\u003c\/p\u003e \u003cp\u003eBudgeting and Conflicts 112\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 8 Project Risks: The Five Most Common Project Hazards and What to Do About Them; Budgeting and Risk 115\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFive Always-Risky Activities 116\u003c\/p\u003e \u003cp\u003eIntegration 116\u003c\/p\u003e \u003cp\u003eData Migration 117\u003c\/p\u003e \u003cp\u003eCustomization 118\u003c\/p\u003e \u003cp\u003eUnproven Technology\/Unproven Team 119\u003c\/p\u003e \u003cp\u003eToo-Large Project 119\u003c\/p\u003e \u003cp\u003eWant Versus Need 119\u003c\/p\u003e \u003cp\u003eWant Versus Need: Programmers 120\u003c\/p\u003e \u003cp\u003eWant Versus Need: Business Stakeholders 120\u003c\/p\u003e \u003cp\u003eOptimism Is Not Your Friend in Software Development 120\u003c\/p\u003e \u003cp\u003eBeware the Panacea Claim 121\u003c\/p\u003e \u003cp\u003eFacing Risks 121\u003c\/p\u003e \u003cp\u003eA Few Words About Fault 121\u003c\/p\u003e \u003cp\u003eIdentifying Risks Up Front 122\u003c\/p\u003e \u003cp\u003eEmbrace the Snow 122\u003c\/p\u003e \u003cp\u003eTalking to Your Boss 123\u003c\/p\u003e \u003cp\u003eHidden Infections 124\u003c\/p\u003e \u003cp\u003eBad Technology Team; Wrong Technology Choice 124\u003c\/p\u003e \u003cp\u003eToo Many Opinions and Lack of Leadership 124\u003c\/p\u003e \u003cp\u003eThe Contingency Factor 125\u003c\/p\u003e \u003cp\u003eThe Cost of Consequences 125\u003c\/p\u003e \u003cp\u003eContingency Percentage Factors 126\u003c\/p\u003e \u003cp\u003eIn the Real World 126\u003c\/p\u003e \u003cp\u003eThe Good News 127\u003c\/p\u003e \u003cp\u003eA Common Question 127\u003c\/p\u003e \u003cp\u003eLong-Term Working Relationships and Contingency 127\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 9 Communication; Project Communication Strategy; from Project Kickoff to Daily Meetings 129\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eProject Kickoff 130\u003c\/p\u003e \u003cp\u003eProject Kickoff Cast 130\u003c\/p\u003e \u003cp\u003eProject Leadership 130\u003c\/p\u003e \u003cp\u003eCompany Leadership 131\u003c\/p\u003e \u003cp\u003eWho Gives the Kickoff? 131\u003c\/p\u003e \u003cp\u003eKickoff Presentation 131\u003c\/p\u003e \u003cp\u003eHigh-Level Project Definition 132\u003c\/p\u003e \u003cp\u003eBusiness Case and Metrics 132\u003c\/p\u003e \u003cp\u003eProject Approach 133\u003c\/p\u003e \u003cp\u003eTeam Members and Roles 133\u003c\/p\u003e \u003cp\u003eProject Scope 134\u003c\/p\u003e \u003cp\u003eOut-of-Scope 134\u003c\/p\u003e \u003cp\u003eTimeline 134\u003c\/p\u003e \u003cp\u003eBudget 135\u003c\/p\u003e \u003cp\u003eRisks, Cautions, and Disclaimers 136\u003c\/p\u003e \u003cp\u003eMonthly Steering Committee 137\u003c\/p\u003e \u003cp\u003eMonthly Steering Committee Attendees 137\u003c\/p\u003e \u003cp\u003eMonthly Steering Committee Agenda 137\u003c\/p\u003e \u003cp\u003eWeekly Project Management Meeting 139\u003c\/p\u003e \u003cp\u003eWeekly Project Management Attendees 139\u003c\/p\u003e \u003cp\u003eWeekly Project Management Agenda 139\u003c\/p\u003e \u003cp\u003eDaily Standup Meeting 140\u003c\/p\u003e \u003cp\u003eWell-Run Meetings 140\u003c\/p\u003e \u003cp\u003eInsist on Attention 140\u003c\/p\u003e \u003cp\u003eTimeliness 140\u003c\/p\u003e \u003cp\u003eGetting “into the Weeds” 141\u003c\/p\u003e \u003cp\u003eNeeds to Be Kicked Upstairs 141\u003c\/p\u003e \u003cp\u003ePoor Quality Sound—Speakerphones and Cell Phones 142\u003c\/p\u003e \u003cp\u003eToo Much Talk 142\u003c\/p\u003e \u003cp\u003eAgenda and Notes 143\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 10 The Project Execution Phase: Diagnosing Project Health; Scope Compromises 145\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat Should Be Going on Behind the Scenes 145\u003c\/p\u003e \u003cp\u003eThe Best Thing You Can Ever Hear: “Wait. What Was It Supposed to Do?” 146\u003c\/p\u003e \u003cp\u003eNeutral Corners 147\u003c\/p\u003e \u003cp\u003eWhat If Things Aren’t Quiet? 147\u003c\/p\u003e \u003cp\u003eMaking Decisions 148\u003c\/p\u003e \u003cp\u003eHow to Listen to the Programmers 149\u003c\/p\u003e \u003cp\u003eThe Programmer’s Prejudice 149\u003c\/p\u003e \u003cp\u003eSneakerNet and the Fred Operating System 150\u003c\/p\u003e \u003cp\u003eSneakerNet Integrations 150\u003c\/p\u003e \u003cp\u003eThe Fred Operating System 151\u003c\/p\u003e \u003cp\u003eThe Hidden Benefits 151\u003c\/p\u003e \u003cp\u003eDemos and Iterative Deliverables 151\u003c\/p\u003e \u003cp\u003eWhy Iterative Deliverables Are Important 151\u003c\/p\u003e \u003cp\u003eWhy Iterative Deliverables Are Hard 152\u003c\/p\u003e \u003cp\u003eWhat You Can Do to Achieve Iterative Deliverables Even if It’s Hard 153\u003c\/p\u003e \u003cp\u003eDemos 154\u003c\/p\u003e \u003cp\u003eScope Creep 154\u003c\/p\u003e \u003cp\u003eDealing with Scope Creep; Early Is Better 155\u003c\/p\u003e \u003cp\u003eScope Creep and Budgeting 155\u003c\/p\u003e \u003cp\u003eScope Creep and Governance 155\u003c\/p\u003e \u003cp\u003eTypes of Scope Creep 156\u003c\/p\u003e \u003cp\u003eScope Creep and the Team 157\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 11 First Deliverables: Testing, QA, and Project Health Continued 159\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Project’s First Third 159\u003c\/p\u003e \u003cp\u003eThe Second Third 159\u003c\/p\u003e \u003cp\u003eA First Real Look at the Software 160\u003c\/p\u003e \u003cp\u003eThe Trough of FUD 161\u003c\/p\u003e \u003cp\u003eDistinguishing a Good Mess from a Bad Mess 163\u003c\/p\u003e \u003cp\u003eAn Important Checkpoint 163\u003c\/p\u003e \u003cp\u003eGetting to Stability 164\u003c\/p\u003e \u003cp\u003eFirst Testing and the Happy Path 164\u003c\/p\u003e \u003cp\u003eQuality Assurance 165\u003c\/p\u003e \u003cp\u003eBug Reporting 165\u003c\/p\u003e \u003cp\u003eRegression Testing 166\u003c\/p\u003e \u003cp\u003eBugs: Too Many, Too Few 166\u003c\/p\u003e \u003cp\u003eTesting: The Right Amount for the Job 166\u003c\/p\u003e \u003cp\u003eToo Much Testing? 167\u003c\/p\u003e \u003cp\u003eBug Cleanup Period 167\u003c\/p\u003e \u003cp\u003eTimeline So Far 168\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 12 Problems: Identifying and Troubleshooting the Three Most Serious Project Problems; Criteria for Cancellation 169\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Rule About Problems 169\u003c\/p\u003e \u003cp\u003eAdditional Resources 170\u003c\/p\u003e \u003cp\u003eFault—A Review 172\u003c\/p\u003e \u003cp\u003eCommon Late-Stage Problems 172\u003c\/p\u003e \u003cp\u003eBusiness User Revolt: “We Talked About It in a Meeting Once” 172\u003c\/p\u003e \u003cp\u003eManaging Business User Revolt 173\u003c\/p\u003e \u003cp\u003eWhat If No or Little Documentation Exists? 174\u003c\/p\u003e \u003cp\u003eRisk Chickens Come Home to Roost 175\u003c\/p\u003e \u003cp\u003eManaging the Risk Chickens 176\u003c\/p\u003e \u003cp\u003eWhen Programmers Ask for More Time 178\u003c\/p\u003e \u003cp\u003eLurking Infections 178\u003c\/p\u003e \u003cp\u003eBad Technology Team 179\u003c\/p\u003e \u003cp\u003eHow to Manage a Bad Technology Team 179\u003c\/p\u003e \u003cp\u003eWrong Technology Choice 180\u003c\/p\u003e \u003cp\u003eManaging a Wrong Technology Choice 180\u003c\/p\u003e \u003cp\u003eThe Sunk-Cost Bias 181\u003c\/p\u003e \u003cp\u003eLack of Leadership 181\u003c\/p\u003e \u003cp\u003eManaging Lack of Leadership 181\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 13 Launch and Post-Launch: UAT, Security Testing, Performance Testing, Go Live, Rollback Criteria, and Support Mode 183\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUser Acceptance Testing: What It Is and When It Happens 183\u003c\/p\u003e \u003cp\u003eControlling UAT and “We Talked About It in a Meeting Once,” Part Deux 185\u003c\/p\u003e \u003cp\u003eClassifying UAT Feedback 185\u003c\/p\u003e \u003cp\u003eBugs 186\u003c\/p\u003e \u003cp\u003eNot Working as Expected—The Trickiest Category 186\u003c\/p\u003e \u003cp\u003eRequest for Improvement 187\u003c\/p\u003e \u003cp\u003eFeature Request 188\u003c\/p\u003e \u003cp\u003eConflict Resolution and Final Launch List 188\u003c\/p\u003e \u003cp\u003eLoad Testing 189\u003c\/p\u003e \u003cp\u003ePerformance Testing 189\u003c\/p\u003e \u003cp\u003eSecurity Testing 189\u003c\/p\u003e \u003cp\u003eSign-Off 194\u003c\/p\u003e \u003cp\u003eQuestions to Ask Regarding Launch Readiness 195\u003c\/p\u003e \u003cp\u003eNot Knowing Is Not Acceptable 195\u003c\/p\u003e \u003cp\u003eCriteria for Rollback 196\u003c\/p\u003e \u003cp\u003eSinging the Post-Launch Blues 196\u003c\/p\u003e \u003cp\u003eWas It All a Big Mistake? 198\u003c\/p\u003e \u003cp\u003eMetrics 198\u003c\/p\u003e \u003cp\u003eOngoing Development 198\u003c\/p\u003e \u003cp\u003eSurviving the Next One 199\u003c\/p\u003e \u003cp\u003eAPPENDIX 201\u003c\/p\u003e \u003cp\u003eGLOSSARY 215\u003c\/p\u003e \u003cp\u003eINDEX 223\u003c\/p\u003e   \u003cp\u003e\u003cb\u003eANNA P. MURRAY,\u003c\/b\u003e a nationally recognized technology consultant, speaker, and blogger, is president of emedia, a provider of software development, high-level technology consulting, and project and program management. She is a double winner of the Stevie Award for Women in Business, a recipient of a Mobile Marketing Association award for mobile app development, and Folio's Top Women in Media award.     \u003c\/p\u003e\u003cp\u003e\u003cb\u003eSPECIALIZED GUIDANCE FOR MANAGING SOFTWARE DEVELOPMENT PROJECTS\u003c\/b\u003e  \u003c\/p\u003e\u003cp\u003e\u003ci\u003eThe Complete Software Project Manager: Mastering Technology from Planning to Launch and Beyond\u003c\/i\u003e is the must-have resource for every professional leading software projects. Everyone, from those with no background in technology to seasoned project managers, will find valuable advice to improve their process.  \u003c\/p\u003e\u003cp\u003eWritten specifically for day-to-day use on the job, this one-of-a-kind resource addresses the factors contributing to disastrous technology projects by providing exclusive coverage on how to successfully roll out and lead those types of projects. Even if you're already in the middle of an initiative that isn't going well, this groundbreaking guidebook gives you the crash course you need to turn things around, including the basics of software project management, clarity through real-world examples, advanced topics for developing an effective management approach, and the hard-to-see pitfalls to avoid. Boost your management skills to another level with insight found nowhere else, such as:  \u003c\/p\u003e\u003cul\u003e \u003cli\u003eThe five most common project hazards and what to do about them\u003c\/li\u003e \u003cli\u003eIdentifying and trouble-shooting the three most serious project problems\u003c\/li\u003e \u003cli\u003eThe single-most important key to modern project management\u003c\/li\u003e \u003c\/ul\u003e  \u003cp\u003eDon't let the technology gap stand in your way of leadership excellence with \u003ci\u003eThe Complete Software Project Manager\u003c\/i\u003e.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47990193324261,"sku":"NP9781119161837","price":42.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781119161837.jpg?v=1761786863","url":"https:\/\/k12savings.com\/es\/products\/the-complete-software-project-manager-isbn-9781119161837","provider":"K12savings","version":"1.0","type":"link"}