Accelerating Process Improvement Using Agile TechniquesCRC Press, 16 дек. 2005 г. - Всего страниц: 392 Accelerating Process Improvement Using Agile Techniques explains how agile programming is applied to standard process improvement. By applying agile techniques, IT organizations can speed up process improvement initiatives, minimize the resources these initiatives require, and maximize the benefits of process improvement. The book details st |
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Стр. 5
... schedule, within budget, and all original requirements (features and functions) are in place. Based on the current (2003) report, that leaves 66 percent of projects that are challenged or never delivered at all. In summary the 2003 ...
... schedule, within budget, and all original requirements (features and functions) are in place. Based on the current (2003) report, that leaves 66 percent of projects that are challenged or never delivered at all. In summary the 2003 ...
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... schedule . Explicit priorities . Active risk management . Quality assurance plan . Detailed activity lists . Software configuration management . Software architecture 10. Integration plan 2 9. 10. Skilled Staff Essence of Success Project ...
... schedule . Explicit priorities . Active risk management . Quality assurance plan . Detailed activity lists . Software configuration management . Software architecture 10. Integration plan 2 9. 10. Skilled Staff Essence of Success Project ...
Стр. 16
... Schedule progress is poorly monitored. Techniques proven and routine in other engineering disciplines are considered radical innovations in software engineering.'' Capers. Jones,. ''Programming. Productivity. for. the. Eighties''. Capers ...
... Schedule progress is poorly monitored. Techniques proven and routine in other engineering disciplines are considered radical innovations in software engineering.'' Capers. Jones,. ''Programming. Productivity. for. the. Eighties''. Capers ...
Стр. 18
... schedule 430% — 56% of failed projects exceed budget 430% — 45% of failed projects failed to produce expected benefits. These statistics are similar to the ones found by the Standish Group as well as other surveys. Ed. Yourdon,. ''Death.
... schedule 430% — 56% of failed projects exceed budget 430% — 45% of failed projects failed to produce expected benefits. These statistics are similar to the ones found by the Standish Group as well as other surveys. Ed. Yourdon,. ''Death.
Стр. 21
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accelerated Process Improvement accomplished Action Plan activities Agile Programming Analysis APIM assessment assigned Audit budget Capability Maturity Capability Maturity Model CMMI CMMIÕ COBIT Cycle defined determine developing processes effective ensure environment Establish evaluate Executive Management Executive Steering Committee Figure Force Field Analysis goals and practices goals interact IDEF identified impact implementation initial Integrated issues iteration KISS principle lessons learned lists the goals Management Process Area Maturity Level Maturity Phase meeting method methodologies monitoring needed organization organization’s Organizational Process organizational staff participants PDSA peer reviews piloting portal prioritization problems Process Action Teams Process Group Process Improvement effort Process Improvement goals Process Maturity Process Team processes developed progress mini-assessments Project Management provides Quality Assurance requirements Risk Management schedule selected Six Sigma Software Engineering Software Process solution success SW-CMMÕ Table 4-2 lists tasks team members Triage typically users Watts Humphrey Wideband Delphi