Managing High-Intensity Internet Projects, 1st edition

  • Edward Yourdon

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The rapid-fire guide to managing high-intensity software projects.

Today's high-intensity, Internet-time projects: they're more than yesterday's management techniques can handle. To succeed, you need to understand what's different, where the pitfalls are, what works, and what doesn't. You need Managing High-Intensity Internet Projects. Legendary IT leader Ed Yourdon delivers instant, practical solutions for key challenges associated with Internet development. You'll discover how to:

  • Manage the brutal negotiations and politics surrounding Internet projects
  • Develop strategies that minimize risk
  • Define requirements that are flexible enough to adapt-and solid enough to work
  • Transform business processes, applications, and infrastructure at the same time
  • Identify tools and technologies that support fast-paced development without compromising your future
  • Maximize the effectiveness and value of your testing processes
  • Realistically monitor your progress and make adjustments fast

Whether you're building B2B or B2C, infrastructure or mobile applications, Managing High-Intensity Internet Projects is your secret weapon-everything you need to deliver outstanding results on Internet time!

Table of contents

1. Introduction.

Users and managers are becoming more demanding. Many Internet-based projects require BPR to succeed. Peopleware issues are often exacerbated. The pace of business demands faster implementation. Internet-based projects are often exposed to much greater risks than before. New technologies are emerging faster. Conclusion.

2. Project Politics and Negotiations.

Identifying the key players. Determining the basic nature of the project. Managing project definition: What does “success” mean? Estimating techniques. Tools for assisting the estimation process. Tradeoffs among schedule, budget, staff, and quality. What to do when rational negotiations are impossible. Conclusion.

3. Business Process Re-engineering.

Introduction. Processes, core processes, and process interfaces. The role of IT in a BPR project. Critical success factors in BPR. A BPR management plan. Conclusion.

4. E-Business Strategy.

Developing a business strategy. The impact of the Internet on business strategy. Basic types of business strategy. Implementing the business strategy. Conclusion.

5. Managing the Software Process.

Introduction. Heavy processes. Light/Agile processes. A recommended light process. Conclusion.

6. Managing the Requirements Process.

Introduction. The importance of requirements. Eliciting requirements from the user. Documenting requirements. Managing the requirements. Conclusion.

7. Managing the Design and Coding Processes.

Introduction. Design issues. Coding issues. Conclusion.

8. Managing the Testing Process.

Introduction. Scheduling the testing activity. The testing process. Categories of testing for Internet-related systems. Criteria for completion. Conclusion.

9. Monitoring Project Progress.

Introduction. Managing the team's time. Project reviews, walkthroughs, and inspections. Defect tracking against quality targets. The “daily build” concept. Conclusion.

10. Managing Risk.

Introduction. Conclusion.

11. Managing the Team.

Introduction. Hiring and staffing issues. Loyalty, commitment, motivation and rewards. Team-building issues. Workplace conditions for high-intensity Internet projects. Conclusion.

12. Managing Tools and Technology.

The minimal toolset. Tools and process. Risks of choosing new tools. Conclusion.

Final Thoughts.


Published by Pearson (October 2nd 2001) - Copyright © 2002