Software engineering management addresses the management and measurement of software engineering. SWEBOK decomposes this knowledge area into initiation and scope definition, software project planning, software project enactment, review and evaluation, closure, and software engineering measurement.
Cost Estimation (14)
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- Techniques, methods, and tools for planning, estimating, and monitoring the cost, budget, or schedule of a software project. Included in this discussion are Function Point and Lines-of-Code cost estimation techniques.
Measurement (5)
- Techniques or methods that apply software measures to software engineering objects to achieve predefined goals. A measure is a mapping from a set of software engineering objects to a set of mathematical objects. Measurement goals vary with the software engineering object being measured, the purpose of measurement, who is interested in these measurements, which properties are being measured, and the environment in which measurement is being performed. Examples of measures include software size, Halstead's software science measures, and McCabe's cyclomatic complexity. Associated models include sizing models, cost models, and software reliability models.
Risk Management (8)
- Software Risk Management is a proactive approach for minimizing the uncertainty and potential loss associated with a project by providing insights to support informed decision making. It is performed continually over the life of a program, from initiation to retirement. Some categories of risk include product size, business impact, customer-related, process, technology, development environment, staffing (size and experience), schedule, and cost.
SEI Process Improvement Models and Tools (7)
- This area provides information on several of the Software Engineering Institute's (SEI) maturity models as well as software Tools to help in process improvement.
Acquisition Process Improvement - The analysis of current software acquisition processes for deficiencies and implementing new/modified processes to correct those deficiencies, including specific process-oriented tools, methods, models, etc. (such as the SEI SA-CMM ® and CMMI-AM®) to aid in process improvement.
Earned value management, which is used to track earned value, is an integrated system of project management and control that enables a Contractor and their customer to monitor the progress of a project in terms of integrated cost, schedule, and technical performance measures. The Contractor/developer owns the process but the Acquirer/customer has full and timely visibility of the information contained within it. Traditional project management practice tends to compare actual costs with planned expenditures, and confuses actual costs with actual progress. EVM provides a third reference point that is an objective view of the status of the effort, i.e., the value to the end goal of the work completed to date..
DACS Gold Practice Initiative
