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- Newsgroups: comp.software-eng
- Path: sparky!uunet!gatech!darwin.sura.net!udel!rochester!rocksanne!news
- From: kirby@xerox.com (Mike Kirby)
- Subject: Re: Is SEI's CMM being used in Anger or ju
- Message-ID: <1992Dec22.162644.26710@spectrum.xerox.com>
- Sender: news@spectrum.xerox.com
- Reply-To: kirby@xerox.com
- Organization: Xerox Corporation, Webster NY
- References: <1992Dec21.161631.740@sei.cmu.edu>
- Date: Tue, 22 Dec 1992 16:26:44 GMT
- Lines: 43
-
- In article 740@sei.cmu.edu, bwb@sei.cmu.edu (Bruce Benson) writes:
- >In article <1992Dec9.134601.29459@vitro.com> mmangieri@vitro.com (Mikey) writes:
- >>
- >>If you believe that defining a process in the first place is an improvement
- >>effort, then I agree. The level 1 organizations I have seen have no process at
- >>all, or the process is so vague that no one can describe it in words. Until you
- >>have something, you can't improve it.
- >>
- >>I don't think improvement efforts really start until level 2.
- >
- >I've tried to sell level two efforts by saying the management practices
- >help to "stabilize" the current process. Once we figure out what we are doing
- >we can then try and improve the process. However, the way we are trying
- >to get to level 2 is through stabilizing the management processes and
- >continuously improving them.
- >* Bruce Benson + Internet - bwb@sei.cmu.edu + +
- >* SSC/XPE + bbenson@xpe.ssc.af.mil + >--|>
- >* Gunter AFB, AL 36114 + + +
- >* (SEI Affiliate Alumni) + Voice - 205 416-4445 + US Air Force
-
-
- There is an interesting article on the management (or lack there of) of software
- projects.
-
- Redmill, F. J., "Considering quality in the management of software-based development
- systems," Information and Software Technology, Vol 32, no 1, Jan/Feb 1990
-
- It basically is a management bashing article. Its quite amusing to read through
- this article and say to ones self. "Yes.. My management does that...And that...
- and that..." The article describes common reasons management gives for software
- projects being late and over budget. Management also claims that these "reasons"
- are technical in nature and not in the domain of management. The author
- spends several pages explaining why this is not true and how it is managements job
- to provide solutions to many of the "technical" barriers that plague software
- projects.
-
-
- Mike Kirby
- Xerox Corp
- E-mail: kirby.roch803@xerox.com
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