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Software engineering and Business

As a software engineering practitioner, I had been trying to apply software engineering practices in my daily business life. For instance, I started working with object oriented approach from 1993. I started use case modeling from 2002. I had started adopting agile practices since 2003. I started using function point estimation since 2004. As a subject matter expert, trainer and consultant, I had been helping my customers adopt these, and many more.

I help my team and my customers adopt because I do believe in these practices, and its business value. That said, my observation and experience has been each of them has evolved as the way of doing, through success in specific projects, then generalized and applied in many similar ones. Absolute care is called for when applying to a business context to be successful, because each context is different; people, business imperatives, priorities, technology, customer, user, … these differ.

Success here refers to business success. For example, when a project team is enabled on requirements definition, compliance to a defined standards is incidental; Compliance to a standard is rarely a real business objective/benefit. It, in turn, for another business objective/benefit. Actual success would mean achieving business objectives of well defined requirements. It may ,for instance, be a better communication across the team, control on scope creep etc. There are many cases where documentations are created but never referred except for process audit. It is pointless if compliance to standards is achieved but not the business objectives

Why am I saying? If you look around, you will find many situations where hours, or even days, are spent on creating documentation to convince an external auditor. I have seen this happening many times over. What is the business value delivered? Valuable productive time is being spent on a work item that should have been in place. These should have been part of the process, or by-product of the process, is being created for the sake of review. If it is truly valuable, why not account for it? If realities of business does not allow time for such documentation, why create them in the first place? Why recreate just for the sake of process compliance?

What is the issue? It is conflicting stakeholder interest, not mapped, not assessed, not tracked, not managed, … well, all stakeholders are not the same, and all stakeholder interests are not the same. Nor these remain the same; it may change with time. Practices which does not realize this, sooner or later degenerate into a ritual.

Let us accept. Practices of software engineering are not universal as in case of other engineering disciplines because underlying principles are not universal as in case of underlying scientific principles of other engineering disciplines; say scientific principles in mathematics or physics.

Software is a construction of human mind and software development is a teamwork. Therefore, management of software development business includes, but goes much beyond confines of, traditional science. Some of the underlying scientific fields are physics, mathematics, organizational behavior, economics, management science, and sociology

That makes it more than what a everyday business can chew; it is more of a potential research area. But life is not so complex either. We balance these forces everyday; we do it more out of experience and gut feel. Dynamic balancing is done in the context of everyday business. What interests me in value based software engineering is that it gives me a context and a framework for such balancing and a reasonably scientific analysis

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January 4, 2010 - Posted by | Business, software engineering, Software Quality, Value Based Software Engineering

1 Comment

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