Early sections of the text set the tone with management techniques that stress standards and rigorous software processes. The authors discuss the importance of managing people, technology and process for successful project management. While most books on patterns keep descriptions short and almost schematic, an entire chapter--filled with background material on the causes, solutions (or "refactoring") to move beyond it, as well as examples borrowed from the field--is devoted to each AntiPattern. Anyone who has worked in software development will recognise many of the AntiPatterns here.
Descriptions of technology AntiPatterns include troubles with distributed technologies, lack of architecture, demos that grow into unusable, "finished" software, and software that hasn't undergone any planning at all. When it comes to process management, things can go wrong too, as in the case of misapplied software lifecycles. (In this section, the book lists no less than nine different software lifecycles that you can choose from.) Other process AntiPatterns include customers who drive software design all the way through to disaster, the "domino effect" of changes to staff that can destroy team effectiveness and management that demands adherence to an already late shipping date.
Though a bit theoretical at times, this title has plenty of practical advice on improving your everyday project management success. As the authors note, the great majority of software projects today are considered failures. By analysing what can go wrong, you can improve the odds in your favour in future development efforts by reading this savvy and well-organised volume. --Richard Dragan
This book is dull compared to the first book in the series, "AntiPatterns: Refactoring Software, Architectures, and Projects in Crisis". Read morePublished on June 19 2002 by Daniel Mall
AntiPatterns in Project Management contains easily read and digested templates on people, technology, and process management antipatterns. Read morePublished on Aug. 23 2001