Software project dynamics: an integrated approach
Software project dynamics: an integrated approach
Software engineering (3rd ed.): a practitioner's approach
Software engineering (3rd ed.): a practitioner's approach
Feedback Thought in Social Science and Systems Theory
Feedback Thought in Social Science and Systems Theory
Software Engineering Economics
Software Engineering Economics
Standardizing the reuse of software processes
StandardView - Special issue on reuse standards and software
Proceedings of the Conference on The Future of Software Engineering
Design and Evaluation of a Knowledge Management System
IEEE Software
Making Resource Decisions for Software Projects
Proceedings of the 26th International Conference on Software Engineering
Situation assessment and decision making integrated into the process centered environment
ECBS'99 Proceedings of the 1999 IEEE conference on Engineering of computer-based systems
International Journal of Human Capital and Information Technology Professionals
| Hi-index | 0.00 |
Since the 1970s, software-producing organizations have invested in dozens of technological innovations such as fourth-generation languages, CASE products, object-oriented analysis and programming, and software reuse. Yet productivity tools simply aren't delivering increased productivity even when a project is managed "by the book."The oldest conventional explanation blames this stagnation on poor management. This article attempts to demonstrate that there may be more systemic, albeit counterintuitive, causes for the "productivity paradox." Specifically, the productivity potential of software engineering tools may be squandered not because organizations fail to institute the necessary managerial practices but because the software development environment is a complex social system that causes such practices to have unintended consequences. In real life, organizations are much worse off. Many more things can go wrong, and often do.