The Software Project Manager's Handbook: Principles That Work at Work (Practitioners)

This book is the best book on software project management available for three reasons: (1) it talks to the basics of what makes a successful project and manager, (2) it describes what does not work in a software project, and (3) it walks through practical steps that can be used on real software projects to solve real process problems through the complete life cycle. The book is well written, concise and does not subscribe to any fad methodology or proscribe any silver bullet solutions (smart work and attention to detail are the only effective methods). In fact, the author spends much time debunking industrial myths. There is a good section on cookbook solutions and an example project included as a learning tool. I use this book on the job and highly recommend it.

This book covers Software Project Management broadly with a lot of good information for both the new project manager as well as the old hand. The material is presented as a comprehensive overview rather than a detailed instruction. By itself the book does not go deeply enough into any of the areas to provide a novice with enough useful information so it's a good book to use in conjunction with books providing more detail. Despite its lack of detail, the book presents many important points - the importance of the human equation, analysis/organization tools such as Tony Buzan's MindMap, having a Management Information Center, and using standards without having a programmer's revolt. There is only passing mention of key issues such as scope creep, the tendency of management to try to throw more personnel at a project in trouble, needing to build testing into the initial design process, and the pro's and con's of the various development methods (waterfall, spiral, etc.). A number of references are quoted, including many IEEE documents (IEEE is the publisher) plus books by Gerald Weinberg, Capers Jones, Tom Demarco, and other recognized gurus - which make good adjuncts to this handbook. Phillips perpetuates one of my pet peeves, the issue of including the top ten risks in the risk assessment document. What if there are only 7 risks which seem to be significant? What if there are 12? Granted, it would be unwieldy to track & evaluate dozens of risks routinely, but it doesn't make sense to suggest that exactly 10 be tracked. The discussions of Configuration Management are quite lengthy and in a bit more detail than other topics covered. Although the book is fairly short at 500 pages and is easy reading, there is a substantial amount of information covered. The 5 star rating is for the breadth of information covered, with the caveat that other references would be needed by those unfamiliar with the concepts presented.

Don't confuse the ease of reading this excellent book with the depth and power of the information within it. Being involved in software project management myself, I related to the ideas the author expressed and feel I have learned much from reading the book. Other project managers in my company are now reading this book and share similar opinions.The book contains good explanations of various techniques for formalising projects. It also contains a number of case study experiences which are very apt. I recommend this book to project managers of all levels and to managers of software companies.

Unlike most text books, it is a very easy to read book allowing one to read it from cover to cover. The book is an excellent source for novice project managers who need a guide to the many aspects that come with the job. Personally I refer to it often for suggestions on which documents I should produce or what actions to take while managing a project.

This is a well written book for the people interested in succeeding with software project management. The author spells out the key pit falls to software development and offers realistic solutions. There are many up to date helpful graphics and tables throughout the book. This is easy reading and keeps the reader interseted.