The psychology of computer programming
The psychology of computer programming
Managing the structured techniques: 4th edition
Managing the structured techniques: 4th edition
The mythical man-month (anniversary ed.)
The mythical man-month (anniversary ed.)
Managing a Programming Project, 2nd Ed.
Managing a Programming Project, 2nd Ed.
Leadership style vs. success in student chief programmer teams
SIGCSE '87 Proceedings of the eighteenth SIGCSE technical symposium on Computer science education
Extended programming in the large in a software development environment
SDE 3 Proceedings of the third ACM SIGSOFT/SIGPLAN software engineering symposium on Practical software development environments
Work structures and shifts: an empirical analysis of software specification teamwork
ICSE '89 Proceedings of the 11th international conference on Software engineering
The dimensions and correlates of systems development quality
SIGCPR '94 Proceedings of the 1994 computer personnel research conference on Reinventing IS : managing information technology in changing organizations: managing information technology in changing organizations
CASE tools as collaborative support technologies
Communications of the ACM
A cooperative approach to software development by application engineers and software engineers
ICSE '84 Proceedings of the 7th international conference on Software engineering
Error free code: is it attainable?
ACM SIGPLAN Notices
System development: an empirical study of user communication
ACM SIGMIS Database
Encyclopedia of Computer Science
Total quality management in information systems development: key constructs and relationships
Journal of Management Information Systems - Special section: Exploring the outlands of the MIS discipline
The Matrix of Control: Combining Process and Structure Approaches to Managing Software Development
Journal of Management Information Systems
People management in software industry: the key to success
ACM SIGSOFT Software Engineering Notes
| Hi-index | 48.24 |
The literature recognizes two group structures for managing programming projects: Baker's chief programmer team and Weinberg's egoless team. Although each structure's success in project management can be demonstrated, this success is clearly dependent on the type of programming task undertaken. Here, for the purposes of comparison, a third project organization which lies between the other two in its communication patterns and dissemination of decision-making authority is presented. Recommendations are given for selecting one of the three team organizations depending on the task to be performed.