Jennifer Greene and Andrew Stellman have been building software together since 1998. Andrew comes from a programming background, and has managed teams of requirements analysts, designers and developers. Jennifer has a testing background, and has managed teams of architects, developers and testers. She has led multiple large-scale outsourced projects. Between the two of them, they have managed every aspect of software development. They formed Stellman & Greene Consulting in 2003, with a focus on project management, software development, management consulting and software process improvement. They have worked in a wide range of industries, including finance, telecommunications, media, non-profit, entertainment, natural language processing, science and academia. For more information about them and this book, visit http://www.stellman-greene.com.

• Preface 1. Introduction Tell Everyone the Truth All the Time Trust Your Team Review Everything, Test Everything All Software Engineers Are Created Equal Doing the Project Right Is Most Efficient Part I: Tools and Techniques Part II: Using Project Management Effectively Part One. Tools and Techniques Software Project Planning Understand the Project Needs Create the Project Plan Diagnosing Project Planning Problems 3. Estimation Elements of a Successful Estimate Wideband Delphi Estimation Other Estimation Techniques Diagnosing Estimation Problems 4. Project Schedules Building the Project Schedule Managing Multiple Projects Use the Schedule to Manage Commitments Diagnosing Scheduling Problems 5. Reviews Inspections Deskchecks Walkthroughs Code Reviews Pair Programming Use Inspections to Manage Commitments Diagnosing Review Problems 6. Software Requirements Requirements Elicitation Use Cases Software Requirements Specification Change Control Introduce Software Requirements Carefully Diagnosing Software Requirements Problems 7. Design and Programming Review the Design Version Control with Subversion Refactoring Unit Testing Use Automation Be Careful with Existing Projects Diagnosing Design and Programming Problems 8. Software Testing Test Plans and Test Cases Test Execution Defect Tracking and Triage Test Environment and Performance Testing Smoke Tests Test Automation Postmortem Reports Using Software Testing Effectively Diagnosing Software Testing Problems Part Two. Using Project Management Effectively 9. Understanding Change Why Change Fails How to Make Change Succeed 10. Management and Leadership Take Responsibility Do Everything Out in the Open Manage the Organization Manage Your Team 11. Managing an Outsourced Project Prevent Major Sources of Project Failure Management Issues in Outsourced Projects Collaborate with the Vendor 12. Process Improvement Life Without a Software Process Software Process Improvement Moving Forward Bibliography index

Jennifer Greene and Andrew Stellman have been building software together since 1998. Andrew comes from a programming background, and has managed teams of requirements analysts, designers and developers. Jennifer has a testing background, and has managed teams of architects, developers and testers. She has led multiple large-scale outsourced projects. Between the two of them, they have managed every aspect of software development. They formed Stellman & Greene Consulting in 2003, with a focus on project management, software development, management consulting and software process improvement. They have worked in a wide range of industries, including finance, telecommunications, media, non-profit, entertainment, natural language processing, science and academia. For more information about them and this book, visit http://www.stellman-greene.com.

• Preface 1. Introduction Tell Everyone the Truth All the Time Trust Your Team Review Everything, Test Everything All Software Engineers Are Created Equal Doing the Project Right Is Most Efficient Part I: Tools and Techniques Part II: Using Project Management Effectively Part One. Tools and Techniques Software Project Planning Understand the Project Needs Create the Project Plan Diagnosing Project Planning Problems 3. Estimation Elements of a Successful Estimate Wideband Delphi Estimation Other Estimation Techniques Diagnosing Estimation Problems 4. Project Schedules Building the Project Schedule Managing Multiple Projects Use the Schedule to Manage Commitments Diagnosing Scheduling Problems 5. Reviews Inspections Deskchecks Walkthroughs Code Reviews Pair Programming Use Inspections to Manage Commitments Diagnosing Review Problems 6. Software Requirements Requirements Elicitation Use Cases Software Requirements Specification Change Control Introduce Software Requirements Carefully Diagnosing Software Requirements Problems 7. Design and Programming Review the Design Version Control with Subversion Refactoring Unit Testing Use Automation Be Careful with Existing Projects Diagnosing Design and Programming Problems 8. Software Testing Test Plans and Test Cases Test Execution Defect Tracking and Triage Test Environment and Performance Testing Smoke Tests Test Automation Postmortem Reports Using Software Testing Effectively Diagnosing Software Testing Problems Part Two. Using Project Management Effectively 9. Understanding Change Why Change Fails How to Make Change Succeed 10. Management and Leadership Take Responsibility Do Everything Out in the Open Manage the Organization Manage Your Team 11. Managing an Outsourced Project Prevent Major Sources of Project Failure Management Issues in Outsourced Projects Collaborate with the Vendor 12. Process Improvement Life Without a Software Process Software Process Improvement Moving Forward Bibliography index

Jennifer Greene and Andrew Stellman have been building software together since 1998. Andrew comes from a programming background, and has managed teams of requirements analysts, designers and developers. Jennifer has a testing background, and has managed teams of architects, developers and testers. She has led multiple large-scale outsourced projects. Between the two of them, they have managed every aspect of software development. They formed Stellman & Greene Consulting in 2003, with a focus on project management, software development, management consulting and software process improvement. They have worked in a wide range of industries, including finance, telecommunications, media, non-profit, entertainment, natural language processing, science and academia. For more information about them and this book, visit http://www.stellman-greene.com.

• Preface 1. Introduction Tell Everyone the Truth All the Time Trust Your Team Review Everything, Test Everything All Software Engineers Are Created Equal Doing the Project Right Is Most Efficient Part I: Tools and Techniques Part II: Using Project Management Effectively Part One. Tools and Techniques Software Project Planning Understand the Project Needs Create the Project Plan Diagnosing Project Planning Problems 3. Estimation Elements of a Successful Estimate Wideband Delphi Estimation Other Estimation Techniques Diagnosing Estimation Problems 4. Project Schedules Building the Project Schedule Managing Multiple Projects Use the Schedule to Manage Commitments Diagnosing Scheduling Problems 5. Reviews Inspections Deskchecks Walkthroughs Code Reviews Pair Programming Use Inspections to Manage Commitments Diagnosing Review Problems 6. Software Requirements Requirements Elicitation Use Cases Software Requirements Specification Change Control Introduce Software Requirements Carefully Diagnosing Software Requirements Problems 7. Design and Programming Review the Design Version Control with Subversion Refactoring Unit Testing Use Automation Be Careful with Existing Projects Diagnosing Design and Programming Problems 8. Software Testing Test Plans and Test Cases Test Execution Defect Tracking and Triage Test Environment and Performance Testing Smoke Tests Test Automation Postmortem Reports Using Software Testing Effectively Diagnosing Software Testing Problems Part Two. Using Project Management Effectively 9. Understanding Change Why Change Fails How to Make Change Succeed 10. Management and Leadership Take Responsibility Do Everything Out in the Open Manage the Organization Manage Your Team 11. Managing an Outsourced Project Prevent Major Sources of Project Failure Management Issues in Outsourced Projects Collaborate with the Vendor 12. Process Improvement Life Without a Software Process Software Process Improvement Moving Forward Bibliography index