The effect of programming team structures on programming tasks
TL;DR: A third project organization which lies between the other two in its communication patterns and dissemination of decision-making authority is presented and recommendations are given for selecting one of the three team organizations depending on the task to be performed.
Abstract: The literature recognizes two group structures for managing programming projects: Baker's chief programmer team and Weinberg's egoless team. Although each structure's success in project management can be demonstrated, this success is clearly dependent on the type of programming task undertaken. Here, for the purposes of comparison, a third project organization which lies between the other two in its communication patterns and dissemination of decision-making authority is presented. Recommendations are given for selecting one of the three team organizations depending on the task to be performed.
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TL;DR: In this article, the authors combine research on managerial control and team-member control in order to explore a range of control behaviors that can affect the performance of an I/S design team.
Abstract: The control relationship between project managers and team members is a central aspect of the working of any Information System I/S design team. This paper combines research on managerial control and team-member control in order to explore a range of control behaviors that can affect the performance of an I/S design team. Measures are developed and validated for managerial control and team-member control from both an outcome and a process perspective. Results from a study of 41 actual I/S design teams indicate that high-performing teams exhibit high process control by managers and high outcome control by team members. The results also support the proposition that both managerial and team-member control coexists and that increases in the total level of control behavior is positively correlated with performance.
626 citations
TL;DR: The model suggests that residual performance risk, i.e., the difficulty in estimating performance-related outcomes during the later stages of the project, can clarify the relationship between project uncertainty, coordination mechanisms and performance.
Abstract: In this research, a study of the effects of coordination mechanisms and risk drivers such as project uncertainty on the performance of software development projects was conducted. Two types of coordination mechanisms were considered: vertical and horizontal. The former refers to the extent to which coordination between users and IS staff is undertaken by authorized entities such as project managers or steering committees. The latter refers to the extent to which coordination is undertaken through mutual adjustments and communications between users and IS staff. A new research model was developed by synthesizing research using the structural contingency perspective from Organization Theory and the risk-based perspective in Software Engineering. The model suggests that residual performance risk, i.e., the difficulty in estimating performance-related outcomes during the later stages of the project, can clarify the relationship between project uncertainty, coordination mechanisms and performance. Eight hypotheses were derived from the model for empirical testing. Data were collected from 64 software development projects in the banking and other industries. The results provide considerable support for a revised research model. As expected, project uncertainty increases residual performance risk. Both in turn have a direct negative effect on performance. Vertical coordination significantly reduces both project uncertainty and residual performance risk. However, horizontal coordination does not have any significant effect on residual performance risk. Instead, it has a direct positive effect on project performance. Moreover, higher levels of both vertical and horizontal coordination lead to higher levels of overall performance. Their differential impacts on residual performance risk are interesting areas of future research.
574 citations
TL;DR: Peterson investigates the basic structure of several such existing programs and their approaches to solving the problems which arise when this type of program is created.
Abstract: With the increase in word and text processing computer systems, programs which check and correct spelling will become more and more common. Peterson investigates the basic structure of several such existing programs and their approaches to solving the problems which arise when this type of program is created. The basic framework and background necessary to write a spelling checker or corrector are provided.
417 citations
Book•
01 Jan 1996
TL;DR: Classical and Object-Oriented Software Engineering as mentioned in this paper provides an excellent introduction to software engineering fundamentals, covering both traditional and object-oriented techniques for an introductory software engineering course.
Abstract: From the Publisher:
Classical and Object-Oriented Software Engineering is designed for an introductory software engineering course. This book provides an excellent introduction to software engineering fundamentals,covering both traditional and object-oriented techniques.
Schach's unique organization and style makes it excellent for use in a classroom setting. It presents the underlying software engineering theory in Part I and follows it up with the more practical life-cycle material in Part II. Many software engineering books are more like reference books,which do not provide the appropriate fundamentals before inundating students with implementation details.
In this edition,more practical material has been added to help students understand how to use what they are learning. This has been done through the use of "How To" boxes and greater implementation detail in the case study. Additionally,the new edition contains the references to the most current literature and includes an overview of extreme programmming.
The website in this edition will be more extensive. It will include Solutions,PowerPoints that incorporate lecture notes,newly developed self-quiz questions,and source code for the term project and case study.
381 citations
TL;DR: This paper attempts to better understand creativity during IT requirements and logical design phases, at which time reengineering can be devised and strategies and techniques that can be employed to support IT-enabled reengineering.
Abstract: Many calls for reengineering suggest that information technology (IT) can be employed to enable significant organizational change. However, organizational inertia typically inhibits such change, resulting in IT development that reflects the organizational status quo. Of interest, then, are strategies and techniques that can be employed to support IT-enabled reengineering. Key to such reengineering is creativity. Therefore, this paper attempts to better understand creativity during IT requirements and logical design phases, at which time reengineering can be devised. A creativity model is adapted from the organizational literature and used to interpret the requirements gathering and logical design experiences of a firm attempting to reengineer its operations through the use of imaging technology. A comparison of creativity and traditional IT development viewpoints reveals significant differences as well as similarities. Insight resulting from this exercise is offered to help managers and researchers identify important variables and relationships in the IT development creativity management process. The model, and future associated research, can help researchers and managers: (1) determine to what degree creative IT requirements and logical design is feasible in a given organizational context and (2) plan and execute a creative IT requirements and logical design process.
213 citations
References
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Book•
01 Jan 1959
TL;DR: In this article, the authors focus on patterns of interdependence and assume that these patterns play an important causal role in the processes, roles, and norms of relationships in interpersonal relations.
Abstract: This landmark theory of interpersonal relations and group functioning argues that the starting point for understanding social behavior is the analysis of dyadic interdependence. Such an analysis portrays the ways in which the separate and joint actions of two persons affect the quality of their lives and the survival of their relationship. The authors focus on patterns of interdependence, and on the assumption that these patterns play an important causal role in the processes, roles, and norms of relationships. This powerful theory has many applications in all the social sciences, including the study of social and moral norms; close-pair relationships; conflicts of interest and cognitive disputes; social orientations; the social evolution of economic prosperity and leadership in groups; and personal relationships.
5,869 citations
01 Aug 1960
Abstract: This landmark theory of interpersonal relations and group functioning argues that the starting point for understanding social behavior is the analysis of dyadic interdependence. Such an analysis portrays the ways in which the separate and joint actions of two persons affect the quality of their lives and the survival of their relationship. The authors focus on patterns of interdependence, and on the assumption that these patterns play an important causal role in the processes, roles, and norms of relationships. This powerful theory has many applications in all the social sciences, including the study of social and moral norms; close-pair relationships; conflicts of interest and cognitive disputes; social orientations; the social evolution of economic prosperity and leadership in groups; and personal relationships.
4,633 citations
Book•
01 Jan 1995
TL;DR: This book discusses Aristocracy, Democracy, and System Design, and the Mythical Man-Month after 20 years, which aims to answer the questions of why the Tower of Babel failed and how to prevent future collapses.
Abstract: 1. The Tar Pit. 2. The Mythical Man-Month. 3. The Surgical Team. 4. Aristocracy, Democracy, and System Design. 5. The Second-System Effect. 6. Passing the Word. 7. Why Did the Tower of Babel Fail? 8. Calling the Shot. 9. Ten Pounds in a Five-Pound Sack. 10. The Documentary Hypothesis. 11. Plan to Throw One Away. 12. Sharp Tools. 13. The Whole and the Parts. 14. Hatching a Castrophe. 15. The Other Face. 16. No Silver Bullet -- Essence and Accident. 17. "No Silver Bullet" ReFired. 18. Propositions of The Mythical Man-Month: True or False? 19. The Mythical Man-Month After 20 Years. Epilogue. Notes and references. Index. 0201835959T04062001
2,042 citations
1,874 citations
1,856 citations