Managing Software Development

by Barry B. Flachsbart, Manager; Analysis and Development, McDonnell Douglas Automation Co., St. Louis, Mo.; and Associate Prof. (Part-Time), Computer Sci. Dept., Univ. of Missouri—Rolla, Rolla, Mo.,

Serial Information: Journal of the Technical Councils of ASCE, 1979, Vol. 105, Issue 1, Pg. 51-56

Document Type: Journal Paper


This paper presents a personal view of techniques that have been useful in managing software development projects. There are two distinct phases of the management effort. The first of these is in the planning phase, where management has the primary role. Principal activities here include establishment of budgets, staff, and detailed plans to achieve the software goals. To a great extent, this all depends on human beings making accurate estimates. Some aids in this task are considered. The second phase is the work phase. Here, management is more involved on an exception basis; the primary role is now given to those carrying out the development. Even here, however, management inputs, such as insisting on good practices, can assist in keeping the project on track. Some of the good practices that have often been forgotten are reviewed.

Subject Headings: Computer software | Project management | Budgets | Human factors

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