Managing Project Decisions

Preface xi Acknowledgments xxi About the Authors xxiii Chapter 1: Managing Decisions1 1.1 Chapter Objectives 1 1.2 Context 1 1.3 Decision Model for Software Engineering 5 Case Study: Software Test Rerun Problem 7 Case Study: California Bridge Problem 10 Case Study: Unfamiliar Legacy Code Problem 12 Case Study: Data-Processing Problem 14 1.4 Summary 18 Chapter 2: Managing Requirements19 2.1 Chapter Objectives 19 2.2 Context 19 2.3 Case Studies 39 Case Study: The New Account Project at HBC 39 Case Study: On Time, Within Budget, but Wrong 54 2.4 Summary 65 Chapter 3: Managing Estimates67 3.1 Chapter Objectives 67 3.2 Context 67 3.3 Case Studies 77 Case Study: Estimation as a Tool 78 Case Study: When a Team Runs a Race 84 3.4 Summary 92 Chapter 4: Managing Plans93 4.1 Chapter Objectives 93 4.2 Context 93 4.3 Case Studies 108 Case Study: To Replan or Not to Replan? 109 Case Study: Managing Plans Is in the Details 125 4.4 Summary 137 Chapter 5: Managing Product139 5.1 Chapter Objectives 139 5.2 Context 139 5.3 Case Studies 146 Case Study: New Technology-Is It Always the Best? 147 Case Study: Why Is This Product Wrong? 159 5.4 Summary 165 Chapter 6: Managing Process167 6.1 Chapter Objectives 167 6.2 Context 167 6.3 Case Studies 174 Case Study: Bank on the Verge 175 Case Study: Damn the Process, Full Speed Ahead 189 6.4 Summary 193 Chapter 7: Managing Risk195 7.1 Chapter Objectives 195 7.2 Context 195 7.3 Case Studies 201 Case Study: SEWeb and Russoft Technologies 201 Case Study: Falcon Edutainment and the RiskSim Project 223 7.4 Summary 231 Chapter 8: Managing People Interactions233 8.1 Chapter Objectives 233 8.2 Context 233 8.3 Case Studies 242 Case Study: To Be or Not to Be: A Sense of Urgency at TestBridge 243 Case Study: A Friend or Foe at Hanover-Tech 258 8.4 Summary 264 Chapter 9: Managing Stakeholder Expectations267 9.1 Chapter Objectives 267 9.2 Context 267 9.3 Case Studies 275 Case Study: TCP Enhancements at Gigaplex Systems 275 Case Study: Tough Sell at Henkel

Dr. Carol L. Hoover is president and chief executive officer of BiznessLegion, LLC, a consulting company that is currently developing innovative strategies and technology to help organizations manage the software change lifecycle. Mel Rosso-Llopart and Gil Taran are associate teaching professors for the School of Computer Science at Carnegie Mellon University. There, Rosso-Llopart is the associate director of the Master of Software Engineering program and the director for distance education development in the Information Networking Institute. Taran holds the position of chief executive officer for iCarnegie, Inc., an educational affiliate of Carnegie Mellon providing modern academic curricula and professional certifications all over the world.