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3.3.1 CHIEF PROGRAMMER TEAMS
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IBM developed the chief programmer team concept. It assigns speci c roles to members of the team. The chief programmer is the best programmer and leads the team. Nonprogrammers are used on the team for documentation and clerical duties. Junior programmers are included to be mentored by the chief programmer.
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EXAMPLE 3.1
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Draw a high-level process model for a hierarchical team organization. (See Fig. 3-1.)
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Fig. 3-1.
High-level process model for hierarchical team structure.
EXAMPLE 3.2
Software Project Management
Company WRT has an IT department with a few experienced software developers and many new programmers. The IT manager has decided to use highly structured teams using a process approach to managing. Each team will be led by an experienced software developer. Each team member will be given a set of tasks weekly. The team leader will continually review progress and make new assignments.
Critical Practices
Most studies of software development have identi ed sets of practices that seem critical for success. The following 16 critical success practices come from the Software Project Managers Network (www.spmn.com):                 Adopt continuous risk management. Estimate cost and schedule empirically. Use metrics to manage. Track earned value. Track defects against quality targets. Treat people as the most important resource. Adopt life cycle con guration management.1 Manage and trace requirements. Use system-based software design. Ensure data and database interoperability. De ne and control interfaces. Design twice, code once. Assess reuse risks and costs. Inspect requirements and design. Manage testing as a continuous process. Compile and smoke-test frequently.
EXAMPLE 3.3
The IT manager of company WRT needs a software process that will aid his inexperienced software developers in successful software development. The manager uses the best-practices list to ensure that his software process will include important activities. Practice 1: Adopt continuous risk management. The manager includes process steps throughout the life cycle in which the possible risks are identified and evaluated, and tasks are included to ameliorate the risks.
A con guration management tool will store and safeguard multiple versions of source code and documentation. The user can retrieve any version.
CHAPTER 3 Software Project Management
Practice 2: Estimate cost and schedule empirically. The manager includes a process step to estimate the costs at the beginning of the life cycle and steps to reestimate the costs throughout the life cycle. Steps include archiving the data to be used for future estimation. Practice 3: Use metrics to manage. The manager chooses metrics and includes steps for metric recording and steps for evaluating progress based on the metrics. Practice 4: Track earned value. The manager includes steps to calculate earned value (see below) and to post the calculations. Practice 5: Track defects against quality targets. The manager establishes goals for the number of defect reports that are received. Process steps for posting the number of defect reports are included. Practice 6: Treat people as the most important resource. The manager reviews the whole software process to consider the impact on the programmer. Practice 7: Adopt life cycle configuration management. The manager includes in the process the use of a configuration management tool for all documents and includes process steps to enter all documents and changes into the configuration management tool. Practice 8: Manage and trace requirements. The manager includes process steps to acquire the requirements from the user and steps to trace each requirement to the current phase of development. Practice 9: Use system-based software design. The manager includes steps to ensure a system-based design. Practice 10: Ensure data and database interoperability. The manager includes steps to check for interoperability between the data and the database. Practice 11: Define and control interfaces. The manager includes steps to define and baseline the interfaces. Practice 12: Design twice, code once. The manager includes design review steps. Practice 13: Assess reuse risks and costs. The manager includes steps to identify areas of potential reuse and steps to assess costs and risks. Practice 14: Inspect requirements and design. The manager includes inspection steps in both the requirements and design phases. Practice 15: Manage testing as a continuous process. The manager includes testing steps in all phases. Practice 16: Compile and smoke-test frequently. The manager includes frequent testing steps in the implementation phase.
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