Intended for developers and IT managers the same, the Software Project Management Practices offer valuable guide to using lightweight software processes in real projects. Filled with sample documents, this book can be useful for any organization trying to improve the ways they manage software. In an era of tight schedules, implementing a serious software process becomes more difficult. This business book simple argument: that the techniques for software management processes used by Infosys (the company with the "mature" software) can be applied to other organizations. Packed with sample documents drawn from real projects, this book is also famous for a clear presentation and lack of theoretical prose and jargon-laden that can be found in many software engineering texts. The author first looks at how to assess the company's software process using Capability Maturity Model (CMM) and other schemes. After a description of the modified waterfall model of software used at Infosys, the authors look at techniques for estimating the size and scope of the project. The book closes with the ways in which the project postmortem (or "project closure analysis") can be used to see what is wrong and to fix things next time around. For both those new to software process or for those who want to see some practical ideas for successful process in a fast paced world, this title is packed compact fill valuable niche with a mix of current thinking on software process and excellent real world examples. - Richard Dragan Topics covered: Overview of mature software processes and project management; assessing process maturity with the Capability Maturity Model (CMM), Key Process Area (KPAs), studies of successful project management at Infosys (corporate author), waterfall software development process ; using process databases (reusing project management expertise); estimates of effort (bottom-up, top-down, use cases, and overall approaches); overall and detailed scheduling, procedural and quantitative approaches to quality management, quality objectives; estimation disability and prevention, identify and prioritize risks; risk planning (plus monitoring and tracking risks), an overview of metrics and measurement (including statistical process control or SPC); logging and tracking defects; project management plan (team management), configuration management; review better project implementation (including review group and one-person); overcome Not Around Here (NAH) syndrome; project tracking explained (including defect tracking, status reports, milestone analysis); defect analysis and prevention (plus Pareto and causal analysis ); process of monitoring and auditing; project closure analysis, and project management software document examples from real projects.