دانلود کتاب راهنمای مدیریت پروژه‌های نرم‌افزاری

The objective of this book is to provide a concise introduction to software project management in a professional and ethical software engineering environment to students and practitioners. The key principles of project management are discussed, and the goal is to give the reader an appreciation of the fundamentals of the field, as well as guidance on how to apply the theory in an ethical software engineering environment.
Chapter 1 presents a broad overview of software engineering, and discusses various software lifecycles and the phases in traditional software development. We discuss requirements gathering and specification, software design, implementation, test-ing and maintenance. The lightweight Agile methodology is discussed and it is mainstream in software engineering.
Chapter 2 discusses professional responsibility in software engineering, and we discuss the code of ethics of various bodies such as the British Computer Society, Institute of Electrical and Electronic Engineers and the Association of Computing Machinery. Chapter 3 discusses ethical software engineering and we discuss notable failures such as the space shuttle disaster and the defective Therac-25 radiotherapy machine.
Chapter 4 discusses legal, ethical and professional responsibilities of project managers. Project managers have a professional responsibility in their work and are accountable for the actions that they take or fail to take. They are required to behave ethically with their clients, and to be aware of their legal and ethical responsibilities during the project.
Chapter 5 provides an overview of software project management, and we dis-cuss project estimation, project planning and scheduling, project monitoring and control, risk management, managing communication and change, and managing project quality. We conclude with a discussion of well-known project management methodologies such as Prince 2 and Project Management Professional.
Chapter 6 discusses software project planning, and we discuss activities such as project initiation, effort estimation, project planning and scheduling, and risk identification. We discuss the preparation and evaluation of the business case to determine if the project makes business sense, and the composition of the project board.
Chapter 7 discusses risk management, and we discuss activities such as risk identification, risk analysing and evaluation, identifying responses to the risk, selecting and implementing a response, and managing risks throughout the project lifecycle. We conclude with a case study on risk management in dealing with the COVID-19 pandemic.
Chapter 8 discusses software quality management for projects, and it is essential that the software be of high quality, as well as being safe, reliable and fit for pur-pose. We discuss software inspections, testing, audits, quality reviews and lessons learned, as well as process maturity frameworks such as the CMMI and ISO 9000. We discuss various problem-solving tools to support quality management, including fishbone diagrams, histograms, pareto charts, and trend charts.
Chapter 9 discusses project monitoring and control, which involves monitoring project execution against the plan, and taking corrective action when progress devi-ates from expectations. It involves monitoring the project activities and checking that they are completed on schedule and with the required quality, and re-planning where appropriate.
Chapter 10 is concerned with software outsourcing and we discuss the selection and management of a software supplier. We consider how candidate suppliers may be identified, formally evaluated against selection criteria, and how the appropriate supplier is selected. We discuss how the selected supplier is managed during the project, and consider legal and ethical aspects of outsourcing.
Chapter 11 is concerned with the activities during project closure, which includes the successful completion of the customer acceptance testing and the handover of the software to the customer. It involves the preparation of the lessons learned report and the end project report.
Chapter 12 discusses software configuration management and discusses the fundamental concept of a baseline. Configuration management is concerned with identifying those deliverables that are subject to change control, and controlling changes to them.
Chapter 13 discusses project management in the Agile world, where Agile is a popular lightweight approach to software development. Agile provides opportuni-ties to assess the direction of a project throughout the development lifecycle, and ongoing changes to requirements are considered normal in the Agile world.
Chapter 14 is concerned with project metrics and we discuss the balanced score card which assists in identifying appropriate metrics for the organization. The Goal, Question, Metrics (GQM) approach is discussed, and this allows appropri-ate metrics related to the organization goals to be defined. A selection of sample metrics for project management is presented. Chapter 15 discusses various tools to support project management. We discuss the Cocomo estimating approach developed by Barry Boehm in the late 1970s. We discuss the ProjectLibre tool that is an alternative to Microsoft Project. We also discuss Project Manager, Jira and Planview.
Chapter 16 discusses continuous improvement of project management. It begins with a discussion of a software process, and we discuss the benefits that may be gained from a software process improvement initiative. We discuss several mod-els that support software process improvement such as the Capability Maturity Model Integration (CMMI) and ISO 9000. We discuss best practice in project man-agement from methodologies such as Prince2, Project Management Professional (PMP) and the CMMI.
Chapter 17 is the concluding chapter in which we summarize the journey that we have travelled in this book.