Preface -- Part 1 -- 1 What Makes a Good Software Manager? -- 1.1 People Perspective -- 1.2 Business Perspective -- 1.3 Process Perspective -- 1.4 Key Thoughts in This Chapter -- References -- 2 Four Basics That Work -- 2.1 People, Process, and Product -- 2.2 Visibility -- 2.3 Configuration Management -- 2.4 Standards -- 2.5 Key Thoughts in This Chapter -- References -- 3 What Doesn't Work and Why -- 3.1 When the 3Ps Are Out of Balance -- 3.2 When There's Not Enough Visibility -- 3.3 When Configuration Management is Missing or Abused -- 3.4 When Standards are Dismissed -- 3.5 Key Thoughts in This Chapter -- Reference -- 4 Managing a Project Day by Day -- 4.1 Balancing the 3Ps to Create a Good Environment -- 4.2 Visibility: Project Control in a Simple Equation -- 4.3 CM: Managing Baselines with Milestones -- 4.4 Looking to Standards for Help -- 4.5 Key Thoughts in This Chapter -- References -- Part 2 -- 5 Requirements -- 5.1 Balancing the 3Ps: Requirements Analysis, Documentation, and Management -- 5.2 Visibility: Making Requirements Known -- 5.3 Using CM -- 5.4 Using Standards -- 5.5 Key Thoughts in this Chapter -- References -- 6 Planning -- 6.1 Elements of a Good Plan -- 6.2 Balancing the 3Ps: Selecting the Process -- 6.3 Making the Project Visible: Planning Techniques -- 6.4 Making the Project Visible: Estimating Techniques -- 6.5 Configuration Management -- 6.6 Standards -- 6.7 Key Thoughts in this Chapter -- References -- 7 Risk Management -- 7.1 A Task Overview -- 7.2 Balancing The 3Ps: Uncertainty and Choice -- 7.3 Making Risk Visible -- 7.4 Other Ways to Manage Risk -- 7.5 Configuration Management -- 7.6 Using Standards -- 7.7 Key Thoughts in this Chapter -- References -- Part 3 -- 8 Design -- 8.1 The Challenge of the 3Ps -- 8.2 Visibility-Expressing the Design -- 8.3 Design in the Code -- 8.4 Design and Process -- 8.5 Designing with COTS -- 8.6 Configuration Management -- 8.7 Standards: Writing the SDD -- 8.8 Key Thoughts in this Chapter -- References -- 9 Integration and Testing.

9.1 Some I&T Myths -- 9.2 Managing the 3Ps: People -- 9.3 Managing the 3Ps: Process -- 9.4 Visibility: Testing Techniques and Details -- 9.5 Configuration Management -- 9.6 Standards: Documenting the Test Plan -- 9.7 Key Thoughts in this Chapter -- References -- 10 Software Maintenance -- 10.1 What is Maintenance -- 10.2 Balancing the 3Ps: Managing the Maintainers -- 10.3 Balancing the 3Ps: Managing the Process -- 10.4 Balancing the 3Ps: Making the Most of the Product -- 10.5 Visibility: Understanding the Maintenance Stages -- 10.6 Configuration Management -- 10.7 Using Standards -- 10.8 Key Thoughts in this Chapter -- References -- Part 4 -- 11 Cookbook -- 11.1 Essentials -- 11.2 Opt: A Waterfall Project -- 11.3 System Upgrade: An Evolutionary Project -- 11.4 CTRAN: A Spiral Project -- 11.5 Other Software Projects -- 11.6 Key Thoughts in this Chapter -- References -- Appendix A Documents for the OPT Project -- A.1 OPT Executive Sponsor Memorandum -- A.2 OPT Project Context Document -- A.3 OPT Configuration Management Plan -- A.4 OPT Concept of Operations -- A.5 OPT Software Requirements Specification -- A.6 OPT Software Project Management Plan -- A.7 OPT Software Design Description -- Appendix B Configuration Management -- B.1 Will The Real CM Please Stand Up? -- B.2 The Main Ingredients -- B.3 Baselines -- B.4 CM Activities -- B.5 CM People -- B.6 CM Plan -- B.7 A CM Sketch -- B.8 Summary -- References -- Appendix C Structured Analysis and Design -- C.1 Structured Analysis -- C.2 Structured Design -- References -- Appendix D Annotated Bibliography -- D.1 Process -- D.2 Visibility -- D.3 People -- D.4 Journals -- Index -- About the Author.