In one of my previous contributions, I described how the management model used at PASS for several years works. In brief: It is based on three key performance indicators (productivity, costs and quality) and the corresponding measurement methods. Continue reading
When processing an error, the focus is naturally on correcting it in order to eliminate the user’s restrictions on the use of the system. In many cases, agreed response or troubleshooting times require a quick focus on a solution, even if it is only a workaround solution that does not prevent the error from occurring in the long term. Continue reading
In my last article “Three levers for higher productivity in software development“, I used empirical values to show how industrial methods, such as standardization and automation, affect productivity. Thus, software development by industrial means does not aim at mass production of similar products; on the contrary, it enables a high degree of individualization by a small-scale standardization of business-related and technical components. Continue reading
In my article “Individual Standard: Mass Customization in Software Development” I pointed out how optimization potentials can be exploited by reusing fine-granular business and technical components. Here, the development of a travel management system served as an example with a total of 2,286 man days saved. Considering this impressive figure, the question arises: To what extent can the productivity in the development of individual systems be increased?
While the first book figured out experiences with different measuring methods, my second book entitled “Management Model, Cost Estimation and KPI Improvement” describes a management model based on key performance indicators. Continue reading
As Head of the Competence Center Project Governance, I am responsible for the process engineering for software development at PASS. For several years we have been using key performance indicators as a major information source of our IT management – in more than ten different application environments with more than 500 customers and approx. 250,000 users. In some areas our regularly measured KPIs show significantly higher delivery productivity. Continue reading
For a long time, mass production allowed an optimum utilization of operating assets and thus higher quantities, shorter delivery times and lower product prices than individual production which is rather characterized by more attractive and usable products. Continue reading
Cost estimation methods must be quickly applicable – even without expert knowledge – to plan and control development projects reliably.
Recently in a development project in Aschaffenburg:
In order to plan the team size necessary for developing a new release in due time, a cost estimation is required. A colleague decides to perform an expert estimation. Continue reading
A really good end product is often the result of the perfect mix of ingredients – not only when baking a cake, but also in software development.
Software is the central ingredient of digitization. Innovative products and services are no longer conceivable without it. Competitiveness crucially depends on the ability to create software-intensive products and services quickly and with highest quality. In software development, one therefore has to face the make-or-buy decision. Continue reading
Software Engineering by start-ups – chaos and bugs instead of structure and quality? This was the title of a conference by the German federal association for the ITC industry BITKOM in mid-April. Its purpose was an exchange between established ITC companies and start-ups.
In particular, the key questions were: how chaotic are the conditions under which start-ups actually develop software – and of which importance is quality management to them. The location was suited to address these issues: the Hasso-Plattner-Institute for software systems engineering (HPI) in Potsdam, which already has supported numerous start-ups in the IT business. Continue reading
