Endnotes

dictionary.cambridge.org/. © Cambridge University Press 2000. www.m-w.com/netdict.htm. Merriam-Webster's WWWebster Dictionary.

www.informatik.uni-bremen.de/uniform/gdpa/vmodel/vm1 .htm. V-Model Development Standard for IT-Systems of the Federal Republic of Germany, pp. 6-7.

Humphrey, Watts (1989). Managing the Software Process, 1st ed. Reading, MA: Addison-Wesley. Reprinted with corrections, August 1990, p. 167.

Paulk, Mark C., Charles V. Weber, Bill Curtis, and Mary Beth Chrissis (1994). The Capability Maturity Model: Guidelines for Improving the Software Process, 1st ed. Reading, MA: Addison-Wesley, pp. 15-17.

See note 5.

See note 5.

www.stsc.hill.af.mil/crosstalk/1996/aug/isoiec.asp. Gray, Lewis (1996). "ISO/IEC 12207 Software Lifecycle Processes .Crosstalk, August.

Brooks, Fred (1975). The Mythical Man-Month: Essays on Software Engineering, 1 st ed. Reading, MA: Addison-Wesley, p. 116.

Brooks, Fred (1986). "No Silver Bullet—Essence and Accidents of Software Engineering." Information Processing, North-Holland: Elsevier Science Publishers.

See note 4.

Connell, John, and Linda Shafer (1989). Structured Rapid Prototyping: An Evolutionary Approach to Software Development, 1 st ed. Englewood Cliffs, NJ: Prentice Hall, p. 23.

Boar, Bernard (1984). Application Prototyping: A Requirements Definition Strategy for the 80's, 1 st ed. New York, NY: John Wiley & Sons, p. 7.

Boehm, Barry (1981 ).Software Engineering Economics, 1st ed. Englewood Cliffs, NJ: Prentice Hall, p. 42.

http://itc.faa.uni-li.si/ICARIS/LIST/msg00007.html. "The Application of Multi-agent Systems to Concurrent Engineering." Description of "Concurrent Engineering" on the homepage for Concurrent Engineering: Research and Applications (CERA). West Bloomfield, Ml: CERA Institute.

Boehm, Barry, et al. (1998). "Using WINWIN Spiral Model: A Case Study IEEE Computer, 31 (7):33-44.

Krasner, Herb (1999). "Teamwork Considerations for Superior Software Development." Constructing Superior Software, 1st ed. Indianapolis, IN: Macmillan Technical Publishing, p. 180.

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* previous

Chapter 5. Managing Domain Processes

Domain processes are the interrelated activities specific to the functioning of the organization for which a software project is developed. The measure of quality for a software project is based on how well the software solves specific domain-related problems. For the software customer, the view is from his business domain, not that of a computer scientist or software engineer. To deliver quality software, the project manager must understand the domain for which the software solves specific needs.

There are basic questions to answer to understand the domain in which the project manager is working. These questions result in a matrix set where product class domains are mapped to product types and the software components delivered.

After the domain has been categorized, the difference between the project and product life cycles must be understood. These differences are very apparent for both commercial and public projects. Understanding that development is just the first step in a product's life cycle is important in communicating the necessity for quality project management practices to customers.

Domain processes that are common to all organizations are criteria definitions for project selection models, project portfolio analysis, and the communication of basic financial ratios for project analysis. Each of these common domain process management activities will be discussed in this chapter.

Chapter 3, "Process Overview," provided an understanding of the basics of process management and how that fits into the front end of the project life cycle. Chapter 4, "Selecting Software Development Life Cycles," provided the descriptions of commonly used software development life cycles and the selection criteria for each. The final chapter in this section on initiating a software project covers the selection of teams. This chapter frames the project with respect to the domain in which it will ultimately function. This is the project manager's opportunity to frame the software delivered in the voice of the customer.

Managing domain processes requires a framing of the software development project within the organization. Figure 5-1 shows how the corporate, product, and project life cycles relate. The corporate business life cycle produces many products. These products are in different life cycle phases at any one point in time. A product life cycle begins after a need has been identified and when project conception is begun. A healthy corporation has many products and a managed number of projects under development. Each product may have one or more than one project in execution at any one time to complete the product family. Projects have a defined start and end point. In the product life cycle, a project begins after feasibility and is executed within the product acquisition phase. The project begins at initiation based on acquisition needs and ends at delivery, when the project deliverables are placed into operation.

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What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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