000			04028cam a2200301 a 4500
008			080306s2005 caua b 001 0 eng
010			_a2005019810
020			_a1590595505
035			_a(Sirsi) u26
040			_aEG-CaNU _cEG-CaNU _dEG-CaNU
042			_ancode
082	0	0	_a005.1 _2 22
100	1		_aMarasco, Joe. _94656
245	1	0	_aSoftware project secrets : _b why software projects fail / _c George Stepanek.
260			_aBerkeley : _b Apress, _c 2005.
300			_axvii, 166 p. : _b ill. ; _c 23 cm.
504			_aIncludes bibliographical references and index.
505			_aPart I. Why Software Projects Fail -- Introduction -- Why Software Is Different -- Project Management Assumptions -- Case Study: The Billing System Project.- Part II. And How To Make Them Succeed -- The New Agile Methodologies -- Making Software Projects Agile -- Case Study: The Billing System Revisited -- Afterword -- Glossary -- Further Reading -- Index
520			_aSoftware Project Secrets: Why Software Projects Fail offers a new path to success in the software industry. This book reaches out to managers, developers, and customers who use industry-standard methodologies, but whose projects still struggle to succeed. Author -->George Stepanek--> analyzes the project management methodology itself, a critical factor that has thus far been overlooked. He explains why it creates problems for software development projects and begins by describing 12 ways in which software projects are different from other kinds of projects. He also analyzes the project management body of knowledge to discover 10 hidden assumptions that are invalid in the context of software projects.-->Table of Contents-->IntroductionWhy Software Is DifferentProject Management AssumptionsCase Study: The Billing System ProjectThe New Agile MethodologiesBudgeting Agile ProjectsCase Study: The Billing System RevisitedAfterword
520			_aSoftware Project Secrets is the first book to analyze and address the problems that project management's best practices cause in software development projects. It shows how to integrate agile methodologies with project management to resolve these problems. The book is aimed at managers, developers and customers who use industry standard methodologies, but whose projects still struggle to succeed. In 2000, only 28% of software projects succeeded outright. 23% were cancelled, and the remainders were substantially late and over budget. (In contrast, 94% of construction projects succeed.) No-one has yet found a satisfactory explanation for why so many software projects fail so badly. The author analyzes a factor that has so far been overlooked-the project management methodology itself-to find out how it might create problems for software development projects. His experience has shown him that project management processes often take priority over software development best practices. The book begins by describing twelve ways in which software projects are different from other kinds of projects. It then analyses the Project Management Body Of Knowledge to discover ten hidden assumptions that are not valid in the context of software projects. It describes the problems caused by these invalid assumptions. One solution is to integrate project management with methodologies that do work for software development: the agile methodologies. The book describes and compares three of the most significant and widely-used agile methodologies: Crystal, Extreme Programming and the Rational Unified Process. It suggests new ways to combine these methodologies with project management to ensure that the best aspects of both are retained.
630	0	0	_aCIT. _914
630	0	0	_aMOT. _94934
650		0	_aComputer software _x Development. _94935
650		0	_aProject management. _94936
596			_a1
999			_c1727 _d1727