Irreducible Truths of Software-Intensive Program Management; Journal article

摘要

This article argues that the odds are against a software-intensive program achieving the goals and objectives established in the initial acquisition program baseline. By most objective measures of success -- cost, schedule, and performance baselines -- almost every software-intensive program proves unsuccessful. Reasons for these failures are examined and solutions for improvement are discussed. The technical, social, and engineering skills required to be a better program manager or software engineer are necessary but not sufficient for success with a software-intensive program. The organizational environment must support the program objectives or the program will most likely fail. The proposed solution presupposes someone in power to observe behavior and reward or punish stakeholders as appropriate. A Program Manager must identify the senior leaders who have the greatest potential to impact the ongoing viability of the program (Pinto, 1996) and obtain their support. This more than any other factor will determine success or failure for most programs. A Project Manager's ability to find such support is more critical than any technique, skill, or tool taught in the classroom. Just about any process can work if it has real management support. Process cannot make up for lack of leadership support, but leadership support can mitigate process deficiencies. Do not forget that the success of the program ultimately depends on the ability to get stakeholders to do the things they often do not want to do. The behavior of individuals acting for or against the mission objectives controls the chance for success more than any other professional tool or skill employed on an acquisition program.