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    Station Eleven

    Emily St. John Mandel 9780385353304

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Other titles in the SEI Series in Software Engineering series:

Leading a Software Development Team: A Developer's Guide to Successfully Leading People and Projects (SEI Series in Software Engineering)

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Leading a Software Development Team: A Developer's Guide to Successfully Leading People and Projects (SEI Series in Software Engineering) Cover

 

Synopses & Reviews

Publisher Comments:

"Fear not. This book will help you become an effective and respected team leader... the view from the trenches will help guide you in making your own decisions in the context of your own organization and its values... With Whitehead as your mentor, you can anticipate and diffuse problems. Soon you will be as effective as a team leader as you were as a developer".

— Shari Lawrence Pfleeger

"This is a book for the real world. Suppose you are the team leader of a software project. You thought you did all the right things at every stage. Yet the project came in three months late and the application crashed continuously when it went live. What could you have done to prevent this? This book gives the answers. Structured round common questions which should occur to every new team leader — 'How do I earn the respect of my team?', 'How do I draw up a project plan?', it discusses the activities which you need to master".

--Donald Matthews, Project Team Leader, AIT

Gain the confidence to take a leadership role, learn from your experiences and become a better leader of successful software projects!

The position of team leader is becoming increasingly recognized as crucial to the success of any software development project — but how do you actually do it? This book is written by a practitioner who has faced the most common and difficult issues on a day-to-day basis. It takes the form of questions that you will inevitably find yourself asking, followed by practical answers that you can immediately apply in your own situation. This book gives sound, tried and tested advice on how to overcome problems and offers practical tips and techniques on how to lead other people, make good decisions and get your project out on time.

Skills you will learn:

  • motivation and teambuilding
  • leading technical people and dealing with problematic team members
  • planning and project management
  • winning management support
  • leading an object-oriented project
  • requirements capture and handling changes in requirements
  • interviewing and presenting
  • effective decision making

0201675269B06182001

Synopsis:

This book aims to provide help and advice for IT professionals in this situation by offering solutions to the most commonly encountered problems, such as getting a project out on time, coping with the demands of leading a team, implementing new methodologies or technologies. It is written by a team leader for other team leaders with a focus on practical advice rather than management theory or process issues. It would be targeted at experienced software engineers, developers and architects who have been promoted to the role of team leader.

About the Author

 Richard Whitehead has lead a number of software development teams over recent years, and has a wide and varied experience in industries as diverse as diamond prospecting, medicine, communications, transport and digital mapping. He has worked for companies of many sizes and cultures from a high-tech start-up to a multi-billion dollar multinational.

Table of Contents

Foreword by Shari Lawrence Pfleeger

Preface

THE NEW LEADER

1 I¿ve just been made team leader of a new project. Where do I start?

2 I¿m taking over the leadership of an existing project. Where do I start?

3 I am the most experienced engineer on the team. If I let others do the design and coding, they will not do it as well as I would. How can I do the important design and coding, if I am expected to write documents and plans all the time?

4 When should I review other people¿s work, and how?

5 When should I call a meeting and how should I chair it?

6 I have to interview a job applicant. How do I go about it?

7 How do I make a presentation?

8 How do I earn the respect of my team?

PROJECT MANAGEMENT

9 How do I draw up a project plan? What use is it?

10 I¿ve been told when I must deliver my project, but the time-scale doesn¿t seem realistic to me. What should I do?

11 How can I stop my project from coming in late?

12 My team is working closely with another team, but the quality of their output is poor. What can I do?

13 My last project never seems to go away, I¿m constantly doing fixes and changes to it. What can I do?

14 How can I get a good job done when our procedures are so bad?

LEADING PEOPLE

15 What is meant by ¿teambuilding¿? Is there something I¿m supposed to be doing to build a better team?

16 Sometimes I think I¿m being a soft touch and letting people walk all over me. Other times I think people resent me for interfering. How do I know when I¿m getting the style right?

17 One of my team members is an expert in an important aspect of the project that I know little about. I feel like a fool trying to lead on this issue. What can I do?

18 I can¿t get my team to do any design or documentation, they just want to code. What can I do?

19 When should I let someone do a thing their own way, and when should I make them do it my way?

20 How many hours should I and my team be working?

21 I want to praise people when they do well, but it sounds so condescending. How should I reward good work?

22 I¿ve got someone on my team who¿s a real problem. What should I do?

23 I think one of my people is going to leave. How can I prevent them from going?

24 One of my team is spending too much time chatting and web browsing. What should I do?

 

REQUIREMENTS CAPTURE

25 What is meant by ¿requirements capture¿? How do I go about it?

26 The customer keeps asking for changes and improvements. Can I really say ¿no¿?

STRESS AND CONFLICT MANAGEMENT

27 I¿m very stressed at the moment, and so are some of my team. What can I do about it?

28 My team seems to spend too much time arguing. What can I do?

RELATIONSHIP WITH MANAGEMENT

29 I want to tackle the project in a particular way. How can I make sure that my management will let me?

30 My boss is useless. How can I put up with this?

31 I feel I¿m not getting the support I need from management. What can I do about it?

MAKING DECISIONS

32 I constantly have to make decisions on the project, often with little time for consideration. How can I be confident that I¿m getting the decisions right?

33 I have to take a decision, and it involves taking a significant risk. How can I decide whether to take the risk?

ANALYSIS AND DESIGN

34 Is ¿analysis¿ really necessary, or can I go straight into design?

35 How do I decide on the best architecture and design for my project?

36 We have adopted an object-oriented approach, but everyone on the team seems to have a different idea about how best to use it. How should an object-oriented approach be used?

37 Several of my team members want to adopt a new technology on the project. Should we use the new technology or do it ¿the old way¿?

38 The design of my project is in a mess. The architecture needs restructuring, but there¿s no time to do it. What should I do?

TESTING AND PROJECT RELEASE

39 Should I concentrate on unit testing or final testing of my project in order to catch the most bugs in the least time? /

40 We¿re about to release our product to our customer. How can I make sure it goes well?

41 Conclusions

42 Bibliography

APPENDICES

INDEX

Product Details

ISBN:
9780201675269
Subtitle:
projects
Author:
Whitehead, Richard
Publisher:
Addison-Wesley Professional
Location:
Harlow, England
Subject:
General
Subject:
Leadership
Subject:
Information Management
Subject:
Management Information Systems
Subject:
Management - Teams
Subject:
Project management
Subject:
Computer software
Subject:
Programming - Software Development
Subject:
Business management
Copyright:
Edition Description:
Trade paper
Series:
Practitioner Series
Series Volume:
01-6
Publication Date:
June 2001
Binding:
Paperback
Grade Level:
Professional and scholarly
Language:
English
Illustrations:
Yes
Pages:
368
Dimensions:
9.22x7.38x.78 in. 1.47 lbs.

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Related Subjects

Business » High Tech Management
Business » Human Resource Management
Business » Management
Computers and Internet » Computers Reference » General
Computers and Internet » Database » Applications
Computers and Internet » Software Engineering » General

Leading a Software Development Team: A Developer's Guide to Successfully Leading People and Projects (SEI Series in Software Engineering) New Trade Paper
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Product details 368 pages Addison-Wesley Professional - English 9780201675269 Reviews:
"Synopsis" by , This book aims to provide help and advice for IT professionals in this situation by offering solutions to the most commonly encountered problems, such as getting a project out on time, coping with the demands of leading a team, implementing new methodologies or technologies. It is written by a team leader for other team leaders with a focus on practical advice rather than management theory or process issues. It would be targeted at experienced software engineers, developers and architects who have been promoted to the role of team leader.

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