©1999 Johanna Rothman I just read an article by a well-known author. He claimed that your first project slip isn’t so bad; the third or fourth project slips are the bad ones. In my mind, red flags went up. I flipped the bozo bit on the author. I completely disagree with his conclusion. The first […]
©1999 Johanna Rothman I was recently at a presentation at which a well-known measurement guru spoke. He said that most people don’t know the value of a basic measurement: the cost to fix a defect. I was surprised, so at the next few conferences, I asked people in my presentations how much it cost their
© 1999 Johanna Rothman. Abstract Companies create a variety of products, and different releases of those products, for many reasons. These range from market-testing trial balloons disguised as ‘beta tests’ to releases forced by incompatible changes in operating systems. Some have many changes, some have few. Some can tolerate fairly glaring defects, others have to
© 1999 Johanna Rothman “When will the project be ready for Beta?” “I think it will be ready next month. We’re more than 90% done.” “NEXT MONTH? You said ‘next month’ last month. You said you were more than 90% done last month too. We’re slipping this project a month every month. WHEN will you
More companies are looking towards globally dispersed software development teams to solve project staffing problems and make critical time-to-market deadlines. This trend is a fundamental change in how software projects are organized and implemented. Using the idea of “concurrent engineering” to deliver projects faster, you break up a project into smaller, less complex pieces and
by Johanna Rothman. © 1998 IEEE. Personal use of this material is permitted. However, permission to reprint/republish this material for advertising or promotional purposes or for creating new collective works for resale or redistribution to servers or lists, or to reuse any copyrighted component of this work in other works must be obtained from the
© 1998 Johanna Rothman. Abstract Organizations produce and buy packaged software to save time and money. Often, the producers feel that savings will result from diminished product testing, but that wish may simply mean the software test professionals (STPs) won’t be given enough time to test and assess a software product as thoroughly as they
© 1998 Johanna Rothman. Most project managers want to reduce risk during a project. One way to reduce overall risk is to define and focus the project goals up front, and continually verify those goals and progress toward those goals during the project. Bob Grady [1], claims there are three common goals for software product
Copyright © 1998 Cem Kaner (kaner.com) and Johanna Rothman Many project managers don’t know what to expect from a testing organization. They don’t know what the group does, how the product is going to be tested, when things will be done, what deliverables to expect, or how to find this information out. Complicating matters, some
Project management can be described as the activity of bringing all participants from within a department to successfully complete a product deliverable. Iterative planning and tracking are techniques used by some project managers to avoid having to choose between reducing the number of features or extending the schedule. Abstract Project management can be described as