The Large System Problem - Software Engineering Institute ...

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The Blame Culture In today’s blame-based culture, nobody wants to speak up. • The knowledge workers first sense trouble. • They see the schedule as a management problem and are reluctant to get involved. • Eventually, the problems are serious enough for the managers to see. • By then, many parts of the program are in schedule trouble. • No lower-level manager wants to be first to admit to problems. • Finally, the cost and schedule problems are so serious that someone must speak up. At this point, the cost and schedule commitments are unrecoverable and everybody upstairs is surprised. © 2008 by Carnegie Mellon University Introduction 18
Large System Management The first step in managing large systems programs is to recognize that these programs involve knowledge work. The second step is to adopt a fact-based knowledge-working process like the Team Software Process (TSP) SM . The third is to involve the knowledge working teams in managing their own work. Finally, management must support and coach the teams when they need help. SM Team Software Process and TSP are service marks of Carnegie Mellon University. © 2008 by Carnegie Mellon University Introduction 19
Page 1 and 2: Sponsored by the U.S. Department of
Page 3 and 4: The FAA System The FAA Advanced Aut
Page 5 and 6: This Is a Major Problem A GAO study
Page 7 and 8: T h e P r o b l e m Development wor
Page 9 and 10: Taylor’s Management Principles Ta
Page 11 and 12: T r a d i t i o n a l l y M a n a g
Page 13 and 14: The Large Project Problem Large pro
Page 15 and 16: Anticipating Problems To anticipate
Page 17: Managing Program Dependencies To ma
Page 21 and 22: Responsible Project Behavior When f
Page 23 and 24: Conclusion Today, large system prog

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