Effective Software Project Management

Chapter 1. The Changing Landscape of Software Development

We’re trying to change the habits of an awful lot of people. That won’t happen overnight but it will bloody well happen.

—John Akers, CEO IBM

Chapter Learning Objectives

After reading this chapter, you will be able to: Explain the software development landscape Know the definition of software development project management strategy Understand the four quadrants of the software development landscape Know what project management approach is compatible with each quadrant Explain the relationship of complexity and uncertainty and the software development project management landscape Know how risk, team cohesion, communications, customer involvement, change, specification, and business value are affected by the complexity/uncertainty domain Explain the importance of balancing people, process, and technology in the organization Explain staff-driven, process-driven, and technology-driven environments

The software project management landscape is ever-changing. It is defined by no less than five interdependent variables: the characteristics of the software project itself, the software development life cycle, the project management life cycle, the profile of the project team, and the technology that supports the whole. While this may seem overwhelming, it isn’t. I’ll explore the complexities of this multidimensional landscape with you and show you how to obtain and sustain an effective presence in this changing landscape.

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