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Evidence-based decision making in lean software project management

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conference contribution
posted on 2014-08-19, 13:41 authored by Brian FitzgeraldBrian Fitzgerald, Mariusz Musial, Klaas-Jan Stol
Many professions evolve from their origins as a creative craft process to a more product-centered industrial process. Software development is on such an evolutionary trajectory. A major step in this evolution is the progression from ad hoc to more rigorous evidence-based decision-making in software development project management. This paper extends theory and practice in relation to lean software development using such an evidence-based approach. Based on a comprehensive dataset of software development metrics, gathered in a longitudinal case study over a 22-month period, the Erlang-C model is used to analyze different software development parameters and to guide management decision-making in relation to development resources. The analysis reveals how ‘gut-feel’ and intuition can be replaced by evidence-based decision-making, and reveals how incorrect assumptions can underpin decisions which as a consequence do not achieve the desired outcome.

History

Publication

ICSE Companion 2014 Companion Proceedings of the 36th International Conference on Software Engineering;pp. 93-102

Publisher

Association for Computing Machinery

Note

peer-reviewed

Other Funding information

SFI

Rights

"© ACM, 2014. This is the author's version of the work. It is posted here by permission of ACM for your personal use. Not for redistribution. The definitive version was published in ICSE Companion 2014 Companion Proceedings of the 36th International Conference on Software Engineering, pp. 93-102, http://dx.doi.org/10.1145/2591062.2591190

Language

English

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