Caught disaster: using the layered systems model as a diagnostic tool for wayward software projects

Emerald - Tập 48 Số 6 - Trang 211-218 - 1999
PhilRobinson1, MartinRinger2
1Phil Robinson has worked with information technology, in a variety of roles since 1975. He is an experienced workshop facilitator and has presented numerous training courses for organisations in Australia and SE Asia.
2Martin Ringer has been an independent management consultant in Perth, Australia, for eight years. He has extensive international experience in enhancing team effectiveness, working with severely conflicted teams and in training consultants and group workers.

Tóm tắt

This paper introduces The Layered Systems Model and describes how it can be applied to assist project managers to be effective at all stages of project design and delivery. Conventional rational problem solving techniques for difficult projects are supplemented with imaginative and relationship‐focused approaches. The Layered Systems Model is a management tool for focusing on different levels of functioning in projects, organisations, and teams. The model acts like a series of “filters to perception” to assist managers to assess how well an organisation is functioning at each level. It can be applied to large organisations, departments, and small work groups or in the case of this paper, software project teams. The paper shows how the Layered Systems Model can happily coexist with the Project Management Institute’s eight project knowledge areas to form a powerful diagnostic tool for software projects which are not quite “out of control” but are heading in that direction.

Từ khóa


Tài liệu tham khảo

DeMarco, T. (1982), Controlling Software Projects: Management, Measurement and Estimation, Yourdon Press, Englewood Cliffs, NJ.

DeMarco, T. and Lister, T. (1987), Peopleware, Dorset House, New York, NY.

Egan, G. (1994), Working the Shadow Side: A Guide to Positive Behind‐the‐Scenes Management, Jossey‐Bass, San Francisco, CA.

Glass, R.L. (1998), Software Runaways: Lessons Learnt form Massive Software Project Failures, Prentice Hall, Englewood Cliffs, NJ.

Jones, C. (1991), Applied Software Measurement: Assuring Productivity and Quality, McGraw‐Hill, New York, NY.

McConnell, S. (1996), “Best practices: classic mistakes’’, IEEE Software, Vol. 13 No. 5, (http://www.con strux.com/bp05.htm)

Miller, E. (1993), From Dependency to Autonomy: Studies in Organization and Change, Free Association Books, London.

Morgan, G. (1997), Images of Organization, 2nd ed., Sage, London.

(The) project Management Institute (1996), A Guide to the Project Management Body of Knowledge, (http://www.pmi.org/publictn/pmboktoc.htm)

Ringer, T.M. and Gillis, H.L. (1995), “Managing psychological depth in adventure/challenge groups”, Journal of Experiential Education, Vol. 18 No. 1, pp. 41‐51.

Ringer, T.M. and Robinson, P. (1996), “Focus and strategic action in management: using a systemic model of organisational culture to inform managerial actions”, Work Study, Vol. 45 No. 6, pp. 5‐16 (http://www.mcb.co.uk/services/articles/literati/pdfs/ws456.pdf)

Senge, P.M. (1992), The Fifth Discipline: The Art and Practice of the Learning Organisation, Random House, Sydney.

Shafer, A.T. (1999), “Colonial domination and the struggle for identity: a socio‐analytic perspective”, Socio‐Analysis, Vol. 1 No. 1, pp. 34‐47.

Standing, C. (1998), “Myths and the art of deception in information systems”, Work Study, Vol. 47 No. 1, pp. 5‐13.

Thông tin
Thông tin xuất bản

Emerald

Tập 48 Số 6

211-218

Thông tin tác giả