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Death March (Yourdon Press Series)
 
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Death March (Yourdon Press Series) (Paperback)
by Edward Yourdon (Author)
4.4 out of 5 stars  (7 customer reviews)
RRP: £23.99
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Product details
  • Paperback: 256 pages
  • Publisher: Prentice Hall; 2 edition (20 Nov 2003)
  • Language English
  • ISBN-10: 013143635X
  • ISBN-13: 978-0131436350
  • Product Dimensions: 23.1 x 17.3 x 1.5 cm
  • Average Customer Review: 4.4 out of 5 stars  (7 customer reviews)
  • Amazon.co.uk Sales Rank: 87,394 in Books (See Bestsellers in Books)
    (Publishers and authors: Improve Your Sales)
  • Other Editions: Hardcover  |  Paperback (New Ed) |  All Editions

  • See Complete Table of Contents

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Product Description
Product Description

Historically, all software projects have involved a certain degree of risk and pressure -- but many of the projects in today's chaotic business environment involve such intense pressure that they are referred to colloquially as "death-march" projects -- i.e., projects whose schedules are so compressed, and/or whose budgets, or resource (people) assignments are so constrained, that the only "obvious" way to succeed is for the entire team to work 16 hours a day, 7 days a week, with no vacations until the project is finished. While the corporate goal of such projects is to overcome impossible odds and achieve miracles, the personal goal of the project manager and team members often shrinks down to mere survival: keeping one's job, maintaining some semblance of a relationship with one's spouse and children, and avoiding a heart attack or ulcer. This new and thoroughly-updated edition of Ed Yourdon's book takes into account many of the changes that have taken place in the more than six years since the publication of the first edition.



Synopsis
Historically, all software projects have involved a certain degree of risk and pressure -- but many of the projects in today's chaotic business environment involve such intense pressure that they are referred to colloquially as "death-march" projects -- i.e., projects whose schedules are so compressed, and/or whose budgets, or resource (people) assignments are so constrained, that the only "obvious" way to succeed is for the entire team to work 16 hours a day, 7 days a week, with no vacations until the project is finished. While the corporate goal of such projects is to overcome impossible odds and achieve miracles, the personal goal of the project manager and team members often shrinks down to mere survival: keeping one's job, maintaining some semblance of a relationship with one's spouse and children, and avoiding a heart attack or ulcer. This new and thoroughly-updated edition of Ed Yourdon's book takes into account many of the changes that have taken place in the more than six years since the publication of the first edition.

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