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76 PART TWO MANAGING SOFTWARE PROJECTS

[JAC98] Jackman, M., “Homeopathic Remedies for Team Toxicity,” IEEE Software,
July 1998, pp. 43–45.
[KRA95] Kraul, R. and L. Streeter, “Coordination in Software Development,” CACM,
vol. 38, no. 3, March 1995, pp. 69–81.
[MAN81] Mantei, M., "The Effect of Programming Team Structures on Programming
Tasks," CACM, vol. 24, no. 3, March 1981, pp. 106–113.
[PAG85] Page-Jones, M., Practical Project Management, Dorset House, 1985, p. vii.
[REE99] Reel, J.S., “Critical Success Factors in Software Projects, IEEE Software, May,
1999, pp. 18–23.
[WEI86] Weinberg, G., On Becoming a Technical Leader, Dorset House, 1986.
[WIT94] Whitaker, K., Managing Software Maniacs, Wiley, 1994.
[ZAH94] Zahniser, R., “Timeboxing for Top Team Performance,” Software Develop-
ment, March 1994, pp. 35–38.

PROBLEMS AND POINTS TO PONDER

3.1. Based on information contained in this chapter and your own experience, develop
“ten commandments” for empowering software engineers. That is, make a list of ten
guidelines that will lead to software people who work to their full potential.
3.2. The Software Engineering Institute’s people management capability maturity
model (PM-CMM) takes an organized look at “key practice areas” that cultivate good
software people. Your instructor will assign you one KPA for analysis and summary.
3.3. Describe three real-life situations in which the customer and the end-user are
the same. Describe three situations in which they are different.
3.4. The decisions made by senior management can have a significant impact on
the effectiveness of a software engineering team. Provide five examples to illustrate
that this is true.
3.5. Review a copy of Weinberg’s book [WEI86] and write a two- or three-page sum-
mary of the issues that should be considered in applying the MOI model.
3.6. You have been appointed a project manager within an information systems
organization. Your job is to build an application that is quite similar to others your
team has built, although this one is larger and more complex. Requirements have
been thoroughly documented by the customer. What team structure would you choose
and why? What software process model(s) would you choose and why?

3.7. You have been appointed a project manager for a small software products com-
pany. Your job is to build a breakthrough product that combines virtual reality hard-
ware with state-of-the-art software. Because competition for the home entertainment
market is intense, there is significant pressure to get the job done. What team struc-