The Software Team

Options available for applying human resources to a project that will require n people working for k years.

1. n individuals are assigned to m different functional tasks, relatively little combined work occurs; coordination is the responsibility of a software manager who may have six other projects to be concerned with

2. n individuals are assigned to m different functional tasks (m < n) so that informal 'teams' are established; an ad hoc team leader may be appointed; coordination among teams is the responsibility of a software manager

3. n individuals are organized into t teams; each team is assigned one or more functional tasks; each team has a specific structure that is defined for all teams working on a project; coordination is controlled by both the team and a software project manager.

Project Coordination Techniques

• Formal, impersonal approaches-- Include software engineering documents and deliverables, technical memos, project milestones, schedules and project control tools, repository data, and other documentation.
• Formal, interpersonal procedures-- Focus on quality assurance activities (including status review meetings and design and code inspections) applied to software engineering work products.
• Informal, interpersonal procedures-- Include group meetings for information dissemination and problem solving.
• Electronic communication-- Email, electronic bulletin boards, Web sites, and video-based conferencing
• Interpersonal network-- Informal discussions with people outside of project who may have helpful experience or insight.

The 90-90 Rule

"The first 90 percent of the system absorbs 90 percent of the allotted effort and time. The last 10 percent takes the other 90 percent of the allotted effort and time."

This brings us to the realization of several things: time must be spent at the beginning of a project to establish a realistic plan, during the project to monitor the plan, and throughout the project to control quality and change.

Comments: reithel@bus.olemiss.edu