Software Change Management: Case Studies and Practical Advice by Donald J. Reifer

Author:Donald J. Reifer [Donald J. Reifer]
Language: eng
Format: epub
Tags: COMPUTERS / Software Development & Engineering / General
ISBN: 9780735664746
Publisher: Microsoft Press
Published: 2011-12-14T16:00:00+00:00

Options, recommendations, and reactions

It has been six months and there has been lots of activity, but little perceived progress on the development effort. Although there has been a working product for months, it is neither in a state where it can be demonstrated nor in a state where it can be sold. Worse yet, marketing and management have lost their confidence in the team. They ask questions and get told to basically “Trust me.” Becoming nervous, they are starting to make demands that are causing the team to lose focus.

Things come to a head when the next iteration is delivered. The dashboard, port scanner, and database analyzer are included, but the vulnerability analyzer is not. Because it is the showpiece of the security toolset offering, concern is raised. The team in San Francisco developing it says that they are 90 percent complete with the first version and it will be delivered as part of the next iteration in six weeks. However, it is mid-November and everyone knows from experience that little gets done between November and New Year’s Day because of the holidays.

Because of its current lack of confidence in the team’s ability to deliver, marketing pesters management into scheduling a project review during the next week. Both marketing and management want to take stock of where the project is in development, identify issues, and do whatever is deemed necessary to ensure delivery occurs as promised for the upcoming show.

You hold a meeting with all of your leads later that afternoon to decide what information you will present at the review. Of course, you will present the current status of development as summarized in Table 7-4. But you also decide to build confidence by summarizing some of the key wins, as listed in Table 7-5, since the rollout of the Agile methodology began.

One of the primary reasons why things have not gone according to plan according to your leads is that the security knowledge they need in order to be successful is not readily available. Experts are reluctant to talk about security issues, and there are no compilations that provide the knowledge your people seek in order to get the products ready for the marketplace. Solutions suggested during your discussions with others on how to fix the problem include buying or partnering with a firm that can provide you with this knowledge.

Table 7-4. Current status of the security tool suite development at month 6.

Security Tools

Current Status

Target Delivery

Anticipated Delivery

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