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Evaluating Project Decisions: Case Studies in Software Engineering

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... Even though it seems like they are different, one thing is very common for all of them: usually people stay behind decisions that lead to one or another factor that have influence on the project. Even the act of not making a decision is a decision [4]: "…if a software project manager chooses to ignore a project member's request for more resources, the manager is making a decision not to act and must deal with the consequences of this noncommittal decision." ...
... Therefore, it is important to know which particular series of poor decisions cause project delays and failures. The basic decision flow usually includes several stages [4]: ...
... • Information goes into a decision process • A person-dependent miracle occurs • A solution or decision comes out Schematically, it looks this way [4] (Picture 3): ...
... Missing activities implies bad quality: how does this "bad quality" manifests itself during operation, and how much does it cost?". A decision involves passing judgment on an issue under consideration and it is commonly understood to be the act of reaching a conclusion or of making up one's mind [35]. Software projects involve making decisions across multiple lifecycle phases that span from requirements through implementation-integration to maintenance phase. ...
... In one extreme, even the act of not making a decision is a decision. For example, if a project manager chooses to ignore a project member's request for more resources or time, the manager is making a decision not to act and must deal with the consequences of this noncommittal decision [35]. ...
... This classical triangle has been adapted by subsequent refinements adopting the shape of a square with four factors where the defects/quality axis is split into two dimensions: scope and quality (see Figure 2) [35]. A major issue in this direction is that the software quality cannot be analyzed separately, because the project managers must assure the respect to constraints on schedule and costs. ...
Conference Paper
This work analyzes the challenges that quality decisions represent to software project managers. Projects’ goals are normally determined by the paradigm of the Iron Triangle of project management. Managers need to know which are the effects of a quality assurance (QA) decision on the three axis: which effects in quality they can get but at what cost and which effects may appear in terms of schedule. This decision problem is clearly related to existing disciplines like SBSE, multi-objective optimization and methods for ROI calculation and value-based software engineering. This survey paper critically reviews the contributions of these disciplines to support QA decisions together with basic information from a pilot survey carried out as part of the developments of the Iceberg project funded by EU Programme Marie Curie.
... Scrum as an Agile technique has a very basic philosophy associated with Scheduling called the Daily Sprint and the Overall Sprint, but these only give general guidelines. The Scheduling process now becomes more of what to put into the Sprints so that value can be delivered to the customer [3,12,13]. ...
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