30 Problems That Affect Software Projects

30 Problems That Affect Software Projects From Estimating Software Costs: Bringing Realism To Estimating, 2nd Edition. Initial requirements are seldom more than 50 percent complete Requirements grow at about 2 percent per calendar month during development About 20 percent of initial requirements are delayed until a second release Finding and fixing bugs is the most expensive software activity Creating paper documents is the second most expensive software activity Coding is the third most expensive software activity Meetings and discussion are the fourth most expensive activity Most forms of testing are less that 30 percent efficient in finding bugs Most forms of testing touch less than 50 percent of the code being tested There are more defects in requirements and design than in source code There are more defects in test cases than in the software itself Defects in requirements, design and code average 5.0 per function point Total defect-removal efficiency before release averages only about 80 percent About 15 percent of software defects are delivered to customers Delivered defects are expensive and cause customer dissatisfaction About 5 percent of modules in applications will contain 50 percent of all defects About 7 percent of all defect repairs will accidentally inject new defects Software reuse is the only effective for materials that approach zero defects About 5 percent of software outsource contracts end up in litigation About 35 percent of projects...

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What Is Management in the Context of Agile

« Project Breathalyzer | Main | 30 Problems That Affect Software Projects » April 17, 2016 What Is Management in the Context of Agile There’s a meme going around in some parts of agile that management is inhumane. This is an extreme view of course, likely informed by anecdotal experience with Bad Management, or worse lack of actual management experience. Managing in the presence of Agile is not the same as managing in traditional domains. The platitude is Stewardship, but that has little actionable outcomes needed to move the work efforts along toward getting value delivered to customers in exchange for money and time. One view of management in Agile can be informed by Governance of the work efforts. Here’s a version of Governance, from “Agile Governance Theory: conceptual development,” Alexandre J. H. de O. Luna, Philippe Kruchten , and Hermano Moura.   Related articles Agile Software Development in the DOD Deadlines Always Matter Risk Management is How Adults Manage Projects Architecture -Center ERP Systems in the Manufacturing Domain IT Risk Management Why Guessing is not Estimating and Estimating is not Guessing Posted at 04:07 PM in Agile, Governance | Permalink Reblog (0) Comments Sign in with Typepad Facebook TwitterGoogle+ and...

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What is your Product POV?

“As a chief executive, never think of your business in terms of what you make and what you sell, you have to think about the deeper human need that you’re satisfying and always be open to other ways of doing that.” — Gary Hamel, US management thinker “If you get caught up in saying, ‘well, this is how we deliver voice service’ or ‘this is how we deliver a financial service’, then you get held hostage by that old product paradigm, rather than saying, ‘no, there’s a completely different way of doing this if we’re willing to use new digital technologies’” — Vish Nandlall, Telstra chief technology officer...

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