2050, Paris n'est plus qu'un torrent de violences, le terrain de jeu de fanatiques déchus. L'air n'est plus respirable. Les hologrammes ont remplacé les hommes. Le travail n'est plus que le privilège de quelques-uns. Sous l'hégémonie de Dame Consommation, il est devenu interdit de fabriquer et réparer.
Ce livre est un signal d'alerte. Il est futuriste sans être fantaisiste. Un livre terrifiant de vérités aux premières pages et saisissant d'espoir aux dernières. Un très beau roman d'anticipation, empli d'humanité. Un bel appel au vivre ensemble et au retour à l'autosuffisance.
Like it or not, your project needs management. Yet few good software projects can survive bad management. If you're a programmer on a high-visibility project, this PDF offers five principle guidelines for managing upward that will help you help your boss make the right decisions about setting project expectations, working with users and stakeholders, putting the project on the right track, and keeping it there.
Even if you have the best boss in the world, chances are he or she does not come from an IT or software engineering background, and may lack the time or technical focus to manage your project well. And if your boss sinks your project, you'll share the blame-even if you did everything right. The guidance in this document can help you understand what problems cause projects to fail and how to fix them, and what you can do to keep your software project from running into trouble.
Andrew Stellman, despite being raised a New Yorker, has lived in Pittsburgh twice. The first time was when he graduated from Carnegie Mellon's School of Computer Science, and then again when he and Jenny were starting their consulting business and writing their first project management book for O'Reilly. When he moved back to his hometown, his first job after college was as a programmer at EMI-Capitol Records--which actually made sense, since he went to LaGuardia High School of Music and Art and the Performing Arts to study cello and jazz bass guitar. He and Jenny first worked together at that same financial software company, where he was managing a team of programmers. He's since managed various teams of software engineers, requirements analysts, and led process improvement efforts. Andrew keeps himself busy eating an enormous amount of string cheese and Middle Eastern desserts, playing music (but video games even more), studying taiji and aikido, having a girlfriend named Lisa, and owing a pomeranian. For more information about Andrew, Jennifer Greene, and their books, visit http://www.stellman-greene.com (Lien -> http://www.stellman-greene.com).
Jennifer Greene, has spent the past 15 years or so building software for many different kinds of companies. She's worked for small start-ups and some huge companies along the way. She's built software test teams and helped lots of companies diagnose and deal with habitual process problems so that they could build better software. Since her start in software test and process definition, she's branched out into development management and project management. She's currently managing a big development team for a global media company and she's managed just about every aspect of software development through her career.
Jennifer founded Stellman & Greene Consulting with Andrew Stellman in 2003, initially to serve the scientific and academic community. They have worked in a wide range of industries including finance, telecommunications, media, non-profit, entertainment, natural language processing, science and academia. They do speaking engagements, provide training on development practices, manage teams, and build software. Together, they've written two highly acclaimed books on project management (Head First PMP and Applied Software Project Management), Head First C#, and most recently just finished up Beautiful Teams.
For more information about Jennifer, Andrew Stellman, and their books, visit http://www.stellman-greene.com (Lien -> http://www.stellman-greene.com).