Software War Stories

DONALD J. REIFER is one of the thought leaders in the field of software engineering and management with over forty years of progressive experience in industry, government, and academia. He has founded software companies, operated as a senior executive official in the government, and was a visiting associate at a collaborative research center at USC. The author of ten books and over 200 publications, Mr. Reifer is the recipient of such industry and government awards as the AIAA Aerospace Software Engineering Award, the Secretary of Defense Medal for Outstanding Public Service, and the Friedman Award, among others.

• FOREWORD by Roger S. Pressman xiii PREFACE xvCHAPTER 1 GETTING STARTED 1Goals and Scope 1Understanding the Enterprise 2Review of Software Management Fundamentals 3Theory versus Practice: Which Is It? 6Emphasizing Practitioner Roles 7Setting Realistic Expectations 8How Do You Know Whether You Will Be Successful? 13Recognizing Bad Smells and Trusting Your Blink 13Separating the Controllables from the Noncontrollables 14Surveying the Tools of the Trade 15Line Management Tools and Techniques 16Project Management Tools and Techniques 17Digging Deep to Find the Root Cause 18Questions to Be Answered 18Summary of Key Points 19References 20Web Pointers 20CHAPTER 2 INDUSTRIAL CASE: ORGANIZING FOR ERP WITHIN A LARGE INFORMATION TECHNOLOGY SHOP 23Learning Objectives: Putting Project Management to Work 23Setting the Stage: The Three-Headed Dragon 23Options, Recommendation, and Reactions during the Transition to ERP 26Outcomes and Lessons Learned When Introducing Matrix Management 32Exercise: If You Were King, What Organizational Changes Would You Make to Breakdown the Silos? 33Summary of Key Points and Lessons Learned 35References 35Web Pointers 36CHAPTER 3 INDUSTRIAL CASE: WHAT IS A REASONABLE COST AND SCHEDULE FOR A TELECOMMUNICATIONS PROJECT UPGRADE? 37Learning Objectives: Establishing Realistic Cost and Schedule Goals 37Setting the Stage: Can We Do It for the Target Cost? 37Options, Recommendations, and Reactions While Striving to Satisfy Key Clients 41Outcomes and Lessons Learned Using Incremental Development 49Exercise: How Do You Get Your Bosses to Believe Your Estimates? 50Summary of Key Points and Lessons Learned 51References 52Web Pointers 52CHAPTER 4 INDUSTRIAL CASE: GETTING BACK ON TRACK WITHIN A MANUFACTURING ENVIRONMENT 55Learning Objectives: Getting Back on Track 55Setting the Stage: Recognizing and Addressing the Trouble Signs 55Options, Recommendations, and Reactions While Attempting to Restore Order 57Outcomes and Lessons Learned Associated with Your Get-Well Plan 63Exercise: When Trying to Get a Software Project Back on Track, What Do You Focus On? 64Summary of Key Points and Lessons Learned 69References 69Web Pointers 70CHAPTER 5 INDUSTRIAL CASE: STAFF TURNOVER HAVING AN IMPACT IN FINANCIAL FIRM 73Learning Objectives: Addressing Staffi ng Issues 73Setting the Stage: Understanding the Learning Curve 73Options, Recommendations, and Reactions While Building aModern Test Organization 76Outcomes and Lessons Learned While Addressing Test Issues 81Exercise: What Nonfinancial Incentives Would You Use toReduce Staff Turnover? 82Summary of Key Points and Lessons Learned 83References 84Web Pointers 85CHAPTER 6 INDUSTRIAL CASE: ACQUIRING SOFTWARE FOR PIPELINE OPERATIONS 87Learning Objectives: Developing Requirements Using Multidisciplinary Teams 87Setting the Stage: How to Avoid Gold Plating and Other Common Maladies 87Options, Recommendations, and Reactions When SpecifyingRequirements 89Outcomes and Lessons Learned Relative to the Use of Feature-Based Specifications 97Exercise: When Managing Requirements, What Are the Traps to Watch Out For? 97Summary of Key Points and Lessons Learned 99References 100Web Pointers 100CHAPTER 7 INDUSTRIAL CASE: LAUNCHING SOFTWARE APPLICATIONS SALES ON THE INTERNET AND SOCIAL MEDIA 102Learning Objectives: How Do You Transition a Start-Up from R&D to Doing Business? 102Setting the Stage: Capitalizing on the Opportunities 102Options, Recommendations, and Reactions as You Get Ready for Your Product Launch 104Outcomes and Lessons Learned as Your Product Hits the Street 111Exercise: How Do You Satisfy Business and Customer Needs When Selling Software? 112Summary of Key Points and Lessons Learned 114References 115Web Pointers 115CHAPTER 8 GOVERNMENT CASE: MANAGING THE ACQUISITION OF A LARGE DEFENSE PROJECT 117Learning Objectives: What to Do When a Contractor Is behind Schedule, over Budget, and Performing Badly 117Setting the Stage: Who Do We Blame? 117Options, Recommendations, and Reactions Resulting from an Independent Assessment 121Outcomes and Lessons Learned When the Truth Is Exposed 126Exercise: When Addressing Software Cost and Schedule Problems, How Do You Determine Their Root Causes? 127Summary of Key Points and Lessons Learned 129References 129Web Pointers 130CHAPTER 9 GOVERNMENT CASE: TOO MUCH GOVERNANCE/OVERSIGHT HINDERS PROGRESS IN HEALTH CARE 132Learning Objectives: How to Handle Extreme Governance Requirements Under Pressure 132Setting the Stage: Governance and the Competitive Environment 132Options, Recommendations, and Reactions Aimed at Validating the Architecture of a New Pharmacy System 136Outcomes and Lessons Learned When Dealing with Customer Demands for Change 139Exercise: How Much Oversight Is Enough within a Constrained but Competitive Contractual Environment? 141Summary of Key Points and Lessons Learned 143References 144Web Pointers 144CHAPTER 10 GOVERNMENT CASE: NEW CONCEPTS FOR AIR TRAFFIC CONTROL 147Learning Objectives: Making the Transition to Agile Methods 147Setting the Stage: Change Management within Conservative Organizations 147Options, Recommendations, and Reactions during the Transition to Agile Methods on a Large Project Being Developed Globally 149Outcomes and Lessons Learned as You Scale Agile Methods for Use 154Exercise: How Do You Mechanize the Agile Notion That Software Requirements Are a Learning Exercise Rather Than a Specification Process? 155Summary of Key Points and Lessons Learned 158References 159Web Pointers 160CHAPTER 11 GOVERNMENT CASE: ADDRESSING CYBER CRIME ON THE INTERNET 163Learning Objectives: How to Get Help in Covering Unbudgeted Tasks 163Setting the Stage: The Quick Update Cycle 163Options, Recommendations, and Reactions to Approaches to Handle Frequent Requests to Refresh Network Defenses 165Outcomes and Lessons Learned Related to Getting Budget Relief 170Exercise: How Do You Quickly Change a Software Product and Keep Customers Happy at the Same Time? 171Summary of Key Points and Lessons Learned 175References 175Web Pointers 176CHAPTER 12 ACADEMIC CASE: HOW BEST TO EDUCATE THOSE ENTERING INDUSTRY 178Learning Objectives: Getting New University Hires Up-to-Speed Quickly 178Setting the Stage: What Does Industry Need from Universities? 178Options, Recommendations, and Reactions When Recruiting at Universities 182Outcomes and Lessons Learned Based on Recruiting Results 184Exercise: What Education and Training Do You Provide for New Software Hires? 186Summary of Key Points and Lessons Learned 189References 190Web Pointers 190CHAPTER 13 ACADEMIC CASE: RESEARCH AGENDAS THAT MATTER TO INDUSTRY 191Learning Objectives: Sponsored Research Agendas 191Setting the Stage: Research versus Teaching: A Dilemma? 191Fact-Finding 193Options, Recommendations, and Reactions Based on Research Discussions 193Organization 194Project 194Process 195Product 196Recommendations 196Outcomes and Lessons Learned Based on University Performance 197Exercise: How Do You Stimulate Pursuit of Software Researchin Academia That Has a Near Rather Than Far-Term Impact? 199Summary of Key Points and Lessons Learned 201References 202Web Pointers 202CHAPTER 14 PULLING IT ALL TOGETHER 205Software Management Secrets of Success 205Gaining Insight and Advantage in Practice 206Ten Management Techniques to Rely On 207Ten Problems to Be Wary of When Pursuing Success 211Things You Can and Cannot Do in General 212If I Were King: My Six Wishes 213Summary 214References 214Web Pointers 215APPENDIX A ACRONYMS AND GLOSSARY OF KEY TERMS 217Acronyms Used within the Book 217Key Terms Used within the Book 221APPENDIX B RECOMMENDED READINGS, REFERENCES, AND RESOURCES 227Recommended Readings 227References 228Other Resources 229APPENDIX C SAMPLE SOLUTIONS 231Chapter 2: Industrial Case: Organizing for ERP within a Large Information Technology Shop 231Chapter 3: Industrial Case: What Is a Reasonable Cost and Schedule for a Telecommunications Project Upgrade? 233Chapter 4: Industrial Case: Getting a Project Back on Track within a Manufacturing Environment 236Chapter 5: Industrial Case: Staff Turnover Having an Impact in Financial Firm 240Chapter 6: Industrial Case: Acquiring Software for Pipeline Operations 243Chapter 7: Industrial Case: Launching Software Applications Sales on the Internet and Social Media 245Chapter 8: Government Case: Managing the Acquisition of a Large Defense Project 248Chapter 9: Government Case: Too Much Governance/Oversight Hinders Progress in Health Care 251Chapter 10: Government Case: New Concepts for Air Traffi c Control 253Chapter 11: Government Case: Addressing Cyber Crime on the Internet 256Chapter 12: Academic Case: How Best to Educate Those Entering Industry 258Chapter 13: Academic Case: Research Agendas That Matter to Industry 260INDEX 261

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