Software Project Management presents a new management framework uniquely suited to the complexities of modern software development. Walker Royce's pragmatic perspective exposes the shortcomings of many well-accepted management priorities and equips software professionals with state of the art knowledge derived from his twenty years of successful from the trenches project management experience.
This book provides a clear and provocative discussion of the economics, metrics, and management strategies needed to plan and execute a software project successfully. Royce discusses--with refreshing candor--some of the fads, follies, and excesses of the software industry, clearly differentiating proven techniques from obsolete methods. Paired with this insightful examination are compelling arguments for new management approaches that are sure to stimulate debate. The relative impacts of these new techniques are quantified through simple economic analyses, common sense, and anecdotal evidence. The resulting framework strikes a pragmatic balance between theory and practice that can be readily applied in today's challenging development environment. An extensive case study analysis of a large-scale, million-line project--deployed successfully on schedule and under budget using these techniques--further illustrates their application.
Software Project Management provides the software industry with field-proven benchmarks for making tactical decisions and strategic choices that will enhance an organization's probability of success. This book includes:
List of Figures.
List of Tables.
I. SOFTWARE MANAGEMENT RENAISSANCE.1. Conventional Software Management.
The Waterfall Model.
Conventional Software Management Performance. 2. Evolution of Software Economics.
Pragmatic Software Cost Estimation. 3. Improving Software Economics.
Reducing Software Product Size.
Object-Oriented Methods and Visual Modeling.
Improving Software Processes.
Improving Team Effectiveness.
Improving Automation through Software Environments.
Achieving Required Quality.
Peer Inspections: A Pragmatic View. 4. The Old Way and the New.
The Principles of Conventional Software Engineering.
The Principles of Modern Software Management.
Transitioning to an Iterative Process.
II. A SOFTWARE MANAGEMENT PROCESS FRAMEWORK.5. Life-Cycle Phases.
Engineering and Production Stages.
Transition Phase. 6. Artifacts of the Process.
The Artifact Sets.
The Management Set.
The Engineering Sets.
Artifact Evolution over the Life Cycle.
Pragmatic Artifacts. 7. Model-Based Software Architectures.
Architecture: A Management Perspective.
Architecture: A Technical Perspective. 8. Workflows of the Process.
Software Process Workflows.
Iteration Workflows. 9. Checkpoints of the Process.
Periodic Status Assessments.
III. SOFTWARE MANAGEMENT DISCIPLINES.10. Iterative Process Planning.
Work Breakdown Structures.
Conventional WBS Issues.
Evolutionary Work Breakdown Structures.
The Cost and Schedule Estimating Process.
The Iteration Planning Process.
Pragmatic Planning. 11. Project Organizations and Responsibilities.
Evolution of Organizations. 12. Process Automation.
Tools: Automation Building Blocks.
The Project Environment.
Stakeholder Environments. 13. Project Control and Process Instrumentation.
The Seven Core Metrics.
Work and Progress.
Budgeted Cost and Expenditures.
Staffing and Team Dynamics.
Change Traffic and Stability.
Breakage and Modularity.
Rework and Adaptability.
MTBF and Maturity.
Pragmatic Software Metrics.
Metrics Automation. 14. Tailoring the Process.
Stakeholder Cohesion or Contention.
Process Flexibility or Rigor.
Example: Small-Scale Project versus Large-Scale Project.
IV. LOOKING FORWARD.15. Modern Project Profiles.
Early Risk Resolution.
Teamwork among Stakeholders.
Top 10 Software Management Principles.
Software Management Best Practices. 16. Next-Generation Software Economics.
Next-Generation Cost Models.
Modern Software Economics. 17. Modern Process Transitions.
V. CASE STUDIES AND BACKUP MATERIAL.Appendix A. The State of the Practice in Software Management.
COCOMO II. Appendix C. Change Metrics.
End-Product Quality Metrics.
Pragmatic Change Metrics. Appendix D. CCPDS-R Case Study.
Context for the Case Study.
Common Subsystem Overview.
Common Subsystem Product Overview.
Risk Management: Build Content.
The Incremental Design Process.
The Incremental Test Process.
Cost/Effort Expenditures by Activity.
Software Size Evolution.
Subsystem Process Improvements.
SCO Resolution Profile.
CSCI Productivities and Quality Factors.
Award Fee Flowdown Plan.
Conclusions. Appendix E. Process Improvement and Mapping to the CMM.
Pragmatic Process Improvement.
Questions Not Asked by the Maturity Questionnaire.
Overall Process Assessment. Glossary.