By bfwebster on Apr 15, 2008 in Architecture, Books, Main, Patterns, PMSE, Politics, Software engineering | 0 Comments
[From Pitfalls of Modern Software Engineering by Bruce F. Webster (forthcoming)] CATEGORIES: political, architectural, managerial While discussing the challenges of software development with Taligent trainer Tom Affinito back in the mid-1990s, I mentioned — citing Fred Brooks — the need for a chief architect. Tom immediately responded, “Yes, and ultimately architecture is a political act.” [...]
By bfwebster on Apr 8, 2008 in Change management, IT project disputes, Main, Patterns, Pitfalls, Quality assurance, Software engineering | 0 Comments
The opening of Terminal 5 at London Heathrow Airport has not been without problems, to say the least. And one of the specific problems appears to be the automated baggage handling system: …the computer-operated baggage system has crashed and luggage is now being sorted manually before being loaded on to planes. Twelve return flights to [...]
By bfwebster on Jan 23, 2008 in IT project disputes, Main, Patterns | 0 Comments
…this IT project out of Sydney appears to fit the bill: Ten years after it was first announced and almost $100 million later, Sydney is no closer to a cashless public transport ticketing system after the NSW Government was forced to terminate its contract for the troubled Tcard. Transport Minister John Watkins announced the contract [...]
By bfwebster on Jan 23, 2008 in IT Project Management, Main, Patterns | 3 Comments
From CVG comes an interesting (if brief) article on why so many commercial computer game projects are late: PC gamers waited with bated breath, to the point of asphyxiation, for Half-Life 2, but the game took an eternity to complete. Likewise, Half-Life 2: Episode 2 teased us with expectation until its eventual release, alongside Team [...]
By bfwebster on Jan 8, 2008 in IT project disputes, Main, Patterns | 0 Comments
This is a new pattern, one not explicitly called out in my original white paper (though hinted at in a few places). Summary: A client starts a large IT project that involves one or more outside firms (consultants, vendors, developers, manufacturers). Within the client organization, a champion arises (or is appointed) for this project. The [...]