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Issue No. 09 - September (1996 vol. 29)
ISSN: 0018-9162
pp: 39-43
<p>Why do some companies succeed in managing object-oriented projects and others fail? I have reviewed numerous failed object technology projects, and it is clear to me that the single largest failure is technology management, not the technology itself. When they move to object technology, most companies prepare their technical staffs by sending them to language and object-oriented analysis and design classes. Unfortunately, these same companies often ignore the training needs of the managers who'll be directing those technical staffs. Managers are left to fend for themselves, armed with yesterday's tools and with little insight into the potential of today's technology. Moving to object technology does not mean project managers must discard everything they know. Managers still need to know if their projects are meeting goals, on schedule, or suffering from feature creep. They must still understand overall project goals and keep the project team focused on meeting them. They still must manage customer expectations when it comes to features and delivery schedules. Switching technologies does not make these problems disappear. If you have problems with these issues now, you'll still have problems when you switch to object technology. In this article, I describe several project management issues facing companies switching to object technology and offer ways for managers to cope. </p>

J. D. Williams, "Managing Iteration in OO Projects," in Computer, vol. 29, no. , pp. 39-43, 1996.
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