Please enable JavaScript.
Coggle requires JavaScript to display documents.
Boehm & Ross (1989) Theory-W Software Project Management: and Examples
Boehm & Ross (1989) Theory-W Software Project Management: and Examples
Stakeholders
, s. 902
(Constituencies)
Users
, s. 902
Expectations:
User friendly
Robust
Many functions
Costumers
, s. 902
Expectations:
Delivered reliably
Short schedule
Low budget
Development team
, s. 102
Expectations:
Interesting technical challenges
Fast career paths
Preference for design
Maintenance team
, s. 902
Expectations:
Well documented
Easy to modify
No bugs
Management
, s. 902
Expectations:
Ambitious goals
No overruns
No surprises
Theory W
Five
planning principals
(Koontz - O'Donnell),. 902
Planning
Staffing
Organizing
controlling
Directing
Make everyone a winner,
s. 103
Two principles, s. 103
"Plan the flight and fly the plan"
Indetify and manage risk
My note: Goal oriented planning is applicable here
Previous theories
: s. 903
X
:
Scientific
organize effective sequences
Smooth and machine like
(Not flexible, unready for change)
Y
:
Stimulate creativity
Individual initiative
(Conflicts over ideas and resources)
Z
:, s. 904
Shared values
Major decisions by concensus
Emphasis on corporate-culture
Manager's role
, s. 904
Negotiator between constituencies
Identify conflicts, turn them into win-win situations
4 steps creating win-win
, s. 904
Separate people from problem
Focus on interest, not position
Invent options for mutual gain
Insisting objective criteria
3 steps creating win-win
1. Understand how people want to win
, s. 904
Identify key stakeholders
Understand others' win situation
Managers might think that software professionals desire promotion, when they might desire professional growth
Get close to costumer, s. 905
2.Establish reasonable expectations
, s. 905
Users don't understand limits and opportunities in software
Developers don't understand what's easy or hard for users
Meet to bridge gaps between users/developers
Don't promise too much from the beginning
3. Match people's task to their win-conditions
, s. 905
Right people at the different tasks
Linking tasks to future career
Providing incentives and resources
The rest of the article,
case study
(s. 909- 915):
An entertaining and interesting read about a project going south due to ill planning, communication, control and risk assessment