英文版Web开发：HTML5, CSS3与JavaScript实战

需积分: 9 139 浏览量更新于2024-07-21 收藏 11.8MB PDF 举报

"网页设计英文版，涵盖了HTML，CSS，JavaScript等核心网页设计技术" 本书是一本关于网页设计的英文版指南，适合初学者和有一定经验的开发者。书中全面介绍了网页设计的关键元素，包括HTML，CSS和JavaScript，这些都是构建现代网页的基础。 HTML（HyperText Markup Language）是网页内容的结构语言，它定义了网页的基本骨架和信息内容。在第四章" Giving Your Pages Structure: HTML5"中，作者深入讲解了HTML5的新特性，如语义化标签、多媒体支持以及表单控件的改进，这些都是提升网页可访问性和用户体验的重要因素。 CSS（Cascading Style Sheets）则用于控制网页的样式和布局。第五章"Exploring Fundamental Concepts of CSS"和第六章"Developing CSS3 in Practice: From Design to Deployment"详尽阐述了CSS的基础概念和实践应用，包括选择器、盒模型、响应式设计等方面，帮助读者理解如何实现美观且适应不同设备的网页设计。 JavaScript是一种强大的脚本语言，对于网页的交互性和动态功能至关重要。第八章"JavaScript Primer"和第九章"ADeeper Dive Into JavaScript"为读者提供了JavaScript的基础知识和进阶技巧，包括事件处理、DOM操作以及AJAX等，使读者能够创建富交互性的网页应用。此外，本书还涵盖了服务器端技术的使用（第十一章），以及如何利用WordPress快速启动开发工作（第十二章），为读者提供了一条从基础知识到实际项目开发的完整路径。书中的章节结构清晰，包含实践案例，有助于读者理论与实践相结合，提升网页设计技能。在开始学习之前，作者在引言中提到，对于初学者来说，网页开发可能会显得有些吓人，但本书旨在通过系统化的指导，帮助读者逐步克服这些挑战，理解并掌握网页设计的核心技术。每个章节都包含实践导向的内容，引导读者逐步建立起对Web开发的全面认知。这本书是学习网页设计的宝贵资源，无论是对于希望深入理解HTML、CSS和JavaScript的初学者，还是寻求提升技术能力的专业开发者，都能从中受益。通过阅读和实践书中的内容，读者将能够创建出功能齐全、响应迅速且设计精美的网页。

Chapter 2

Keeping a Project on Track

Project management doesn’t have to be rocket science. Sure, there are libraries full of books on the topic

that make managing projects sound like PhD-worthy material. Trust us, though: when you’re starting out,

keeping things simple is the best advice we can offer you! Chances are that the project that you’re cur-

rently staring down isn’t overly complex, so don’t let it jump in complexity in your mind. We’re going to take

a quick look at a few different ways of managing projects and the three things you should always keep in

mind: time, money, and scope (what needs to get done).

The process of web design and development is a unique one. The old-school method of managing projects

isn’t necessarily the best approach in an industry where new competitors and technologies can emerge

during the course of a three-month project. It’s often reasonably cheap and easy to make changes at

any stage of a project. Even though we made the direct comparison of construction work to web work in

Chapter 1, we framed it like that in order to give you an idea of what the various roles are on a web project.

In reality, building a website isn’t like building a house at all; you’re not tied to particular dimensions after

pouring the foundation. The materials used are all digital; and for that reason, they are easy to work with

and make changes to after the fact. Deleting something doesn’t involve a wrecking ball, and adding some-

thing new doesn’t require materials to be purchased and brought in from off-site. If you’re ﬁve days into the

project and your client suddenly decides that she would, in fact, like to accept orders online instead of only

telephone orders, then all you have to do is hand the client a revised cost estimate and timeline (if even

this). After a website has launched, you might start hearing from visitors that they need to be able to import

data in a certain format. If so, you can develop and push that revision out near-instantly by publishing it to

Chapter 2

the server. No jackhammers, no demolition crew, and no need to make three million duplicates. So, why

then should you plan everything up front and set it in stone on day one?

The project manager on a web project doesn’t have to be ﬂuent in all development languages, database

systems, and server setups (it doesn’t hurt to know a little about each, though, just so you can tell whether

someone is pulling your leg). The project manager has to know how to deal with people, keep everyone

happy (or at least productive), and assure everyone involved that the project is moving forward. The main

goals are to remove any roadblocks to project completion. If your developers’ ofﬁce is under renovation

and they can’t get any code written because someone is always hammering, then ﬁnd somewhere quieter

for them to work. If your designers’ computers are constantly crashing, causing them to have to revisit the

same work over and over again, get them new machines.

The traditional approach to project management

Project management, in the traditional sense, is often very complex. This single chapter deﬁnitely couldn’t

cover all aspects of it, but we are hoping to share with you some tips and things to look out for along the

way. We’re strong believers in developing project-management skills, if for no other reason than to improve

your skills in estimating. Since everyone has his own way of dealing with things and no two projects are

the same, we can’t give you the perfect road map for getting from x to y to z in every case. Our best advice

is to go with your experience; and if you really don’t know the answer, admit it and then ﬁnd the answer.

Although it’s possible that you may be the only person working on any given project, more often than not

you will be part of a team. There will always be someone to turn to for advice (or at least an opinion) if you

get stuck. If the worst comes to pass, there’s always the Internet—we hear you can always ﬁnd someone

willing to give you their opinion there, right or wrong!

The traditional approach to project management has its roots in the construction industry. In fact, the U.S.

Navy ﬁrst conceived of this project-management process in order to get a better handle on the process

of building ships. When materials need to be ordered, parts manufactured off-site, and specialized labor

brought in, there is a big advantage in trying to plan things in advance. Having software specialists sit-

ting around before the computers used for targeting enemies have been installed is a huge waste of time

and money. Having a master plan that lets you see, in advance, whether things are ahead of or behind

schedule gives you that ability to contact subcontractors in advance and either delay or move up their

participation in a project.

When we mention the traditional approach to project management, we’re referring to the formal process

taught by the Project Management Institute (www.pmi.org). This process is sometimes referred to as the

Waterfall model; with this method, a project is planned as much as possible up front. Planning continues

until a consensus on “perfection” is reached, and then work commences. There is a lot of criticism of this

way of doing things, particularly in software and web development projects, because there is no feedback

and evaluation built in until the end of the project. Instead of building something small, checking in with

your client (and possibly end users) to validate your assumptions, and then continuing, you’re instead

deciding how the end result will look on day one. That removes a great deal of ﬂexibility from a project; or,

at the very least, it wastes a great deal of time as things need to get planned and replanned. This method

does have its place in certain industries, however. For example, in large-scale construction projects, you

need to have a plan in place before you start. It would be foolish to start building a high-rise ﬂoor-by-ﬂoor,

without knowing how many stories it will have until you’re done. You can’t just leave some “feature” of the

building (such as electricity) until the last minute. But you can do precisely that in web development projects.

Keeping a Project on Track

The rigidity and linear nature of the Waterfall model just doesn’t suit web development. The upfront costs

in both time and money associated with this type of planning are out of scale with most web work.

Another consideration is that, with the pace at which various technologies progress, taking three months

to plan a project up front may in fact put you three months behind the curve in terms of the technology

available. A different way to think about this is the following: say you’re spending a week at the beginning of

the planning stage of your project to do an analysis of the various database systems available, so you can

determine which one is fastest for implementing a new short text-messaging application. You look at three

different products and decide on Product A because it’s deﬁnitely the fastest in database inserts (adding

records) and selects (querying data out of the database). You ﬁnish planning and begin development.

After one week of developing your application, Product B releases a new version that is 100 times faster at

doing selects (which makes it about 20 times faster than Product A, which you’re currently using). Do you

switch? Well, you’re already falling down the waterfall; there’s no turning back now. Your entire timeline will

fall apart, and things will need to be replanned if you switch at this stage.

The nine knowledge areas

Even though the methodology may not be the most ﬁtting, it’s worthwhile drawing from the experience

of the Project Management Institute to gain some guidance in how we should proceed. Nine knowledge

areas are covered in the Project Management Body of Knowledge (PMBOK), which is published by the

Project Management Institute (see Figure 2-1). These nine areas cover every possible aspect of project

planning and management. We have space in this book only for a quick overview of each; but if you

want to learn more, we encourage you to take a look at some of the publications put out by the Project

Management Institute.

Project Time Management

Project Scope Management

Project Integration

Management

Project Cost Management

Project Human Resource

Management

Project Communications

Management

Project Procurement

Management

Project Risk Management

Project Quality Management

Project Management

Knowledge Areas

Figure 2-1. The nine knowledge areas covered by the Project Management Institute

Chapter 2

Here is a brief description of each of the areas:

■ Project Integration Management: This area looks at planning and integrating all the various parts

of the project. It talks about developing a project charter (a document that summarizes what the

project will accomplish and why it’s needed), developing a plan for the project (how you’re going

to do what you’ve outlined in the charter), and how everything is going to be communicated

between the team and the client or stakeholder(s).

 Project Scope Management: This area outlines, speciﬁcally, what work has to be done to com-

plete the project and how that work is going to be broken down between the various “resources.”

It also identiﬁes how any changes will be handled during the project.

 Project Time Management: This area deﬁnes how long a project is going to take and identiﬁes

how many people, including the speciﬁc skills and at what times, will be needed to complete the

deﬁned project.

 Project Cost Management: Money is another important factor. This area deﬁnes the budget for

the project and how things will be controlled to stay within that budget.

 Project Quality Management: How will you make sure that what you produce works and does

what it’s supposed to do? What kind of testing will be done, and what test results are accept-

able?

 Project Human Resource Management: Where are you going to get your team members? What

skills do they need? Do you need to train anyone? How will the team be managed?

 Project Communications Management: This area covers how things will be shared amongst the

project team and the stakeholder(s), how progress will be communicated and tracked, and how

things will be documented.

 Project Risk Management: This area looks mostly at the risks involved if the project fails (or suc-

ceeds; there may be risks either way). It attempts to anticipate any problems that may emerge at

various points in the project and to plan ways to minimize or eliminate those risks.

■ Project Procurement Management: How/where will products or services be acquired when

needed, and how will subcontractors be managed (if applicable)?

Although we don’t advocate going the PMI route on web development projects, your client/employer may

have different ideas (and hey, it’s their money!). If you’re required to go this route, do yourself a favor and

ﬁnd somebody with the project management professional (PMP) designation to bring on board. It’s a fairly

expensive process, in both time and money, to obtain this designation; however, if your client is a stickler

for the Waterfall method, having a PMI-accredited project manager on board will save you hours of time.

Be aware, however, that a PMP doesn’t come cheap. You will want to contact him at the very start of a

project, before the budget is set, so that he can get involved immediately.

Web project management: the power of iteration

As we mentioned previously, the web is an inexpensive medium. Making mistakes during development

is OK, and they are usually easy to ﬁx. Because of this, web-project management can be more relaxed,

allowing for feedback and change at any stage. The heavy-handed scope-management system imposed

Keeping a Project on Track

in the traditional method of project management can be relaxed, and a more collaborative development

process can be pursued. The gist of this approach goes like this: “Let’s just start building this thing; we can

make changes as we discover the need for changes. You’ve got a ﬁxed timeline and budget, that’s ﬁne. I’ll

do my best to give you updates on how we’re progressing through each of those as we go along.”

The reason this is the opposite of traditional project management is that the traditional approach aims

to control change very tightly (some might say discourage change, but that’s not necessarily true). This

approach encourages it (within the limits of time and budget), so that all parties are happy with the end

product because they’ve all been deeply involved in shaping it from the beginning. While the end result

may look nothing like what was originally talked about, the end result will still meet a need.

When it comes to developing web projects, you’ll hear a lot of different terms thrown around. Agile develop-

ment is commonly used, and it describes a number of development processes that involve multiple itera-

tions and working closely with stakeholders until everybody agrees that an end result has been reached.

If you were working for a client, you would build something and show it to her at a very early stage. The

client could try it, react to it, and tell you that changes need to be made or that something is missing. You

could then take that feedback and make those changes right away. Working this way, you would step,

piece-by-piece, through a project adding all of the functionality that is necessary.

An agile example of planning

Agile project management is better illustrated through example. Say you’re building a news website for a

client, a television network launching an on-air news program incorporating citizen journalism. The client

tells you he needs a site that will allow its viewers to submit news stories and categorize them. Site visitors

should then be able to vote on which stories they like the best, and those will be the stories that make it

on air. The client wants the entire program to be about news as it happens from the perspective of those

who are “at ground zero.” You chat a bit with the client, and you both throw together a one-page document

that outlines the general idea of what you’re going to try to accomplish. You work through a schedule and

a budget for the project, and then you get started on building a submission page.

The news website absolutely cannot exist without a place for viewers to submit stories and a place for

those stories to be displayed. It’s always a good idea to identify the core of a website (or most “inner” page

of a website) and start there, because the only thing limiting your work is time and money. Think about it:

if your time runs out and you’ve spent all of it developing a viewer-to-viewer messaging system, then the

website doesn’t accomplish what it needs to be able to do.

The submission page asks the visitor to enter her e-mail address, enter a link to the story, select which

categories it belongs to, and enter a brief synopsis. You then build a news display page that groups every-

thing by category (picture something similar to Digg.com or Slashdot.org). Your designer puts together

a mock-up, and you paste in the graphics and CSS so that your client can get an idea of what the end

product will look like.

Your client takes a look at what you’ve done so far, and he comments that the station can’t have people

submitting news stories with only an e-mail address. The station needs to know more about the source

of the story. We’ve discovered an addition; we’ll need to ﬂush this part out into a user management piece

with usernames and passwords (who wants to reenter all her contact information every time she submits

a story?). You throw together a few more pages exhibiting this functionality, and you have your client take

a new look.

剩余289页未读，继续阅读

sinat_30633437

粉丝: 0
资源: 3

英文版Web开发：HTML5, CSS3与JavaScript实战

HTML网页设计英文版.zip

大学生网页设计大作业成品源代码模板 - 多网页设计制作作品任选

网页设计师 网页设计

79套网页设计模版

网页设计作业简单的个人网页设计

网页课程设计(完整下载，包括网页设计原代码，网页设计报告)

30套经典网页设计模版

网页设计作业 个人网页

HTML旅游网站设计：澳门英文版静态网页作业源码分享

网页设计 作业 大学生 高中生 网页设计作业

最新资源

网页设计师　网页设计

网页设计作业个人网页

网页设计作业大学生高中生网页设计作业