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Factors And Issues That Influence The Behaviour Of Software Engineering Groups
Most presentations on software engineering highlight the historically high failure rates of software projects,of up to eighty percent.Failure under the guise of budget overruns,delivery of solutions not compliant with specifications,late delivery and the like.More often than not,these failure rates are used to motivate the use of software engineering practices.The premise being that if adequate engineering practises were utilised,failure would become more of an exception rather than a rule.Best practise and lifecycles have been proposed and tailored to the various paradigms that the computer and information sciences throw up in rapid succession.There is extensive debate on what works and what does not within academia and without.The consensus being that what is best depends on the problem at hand and the expertise of those working on the problem.
A few software engineering group models have been popular in the history of software development.Earlier groups tended to be hierarchical,along the lines of traditional management teams.The project manager in-charge did not necessarily contribute in a non-managerial capacity and was responsible for putting together teams,had the last word on accepting recommendations and delegation to team members.Later groups worked around one or more chief-programmers or specialists.The specialists took charge of core components themselves and were assisted by other group members in testing,producing documentation and deployment.More recently,collegial groups have become common.Here,people with varied specialisations form groups wherein they organise themselves informally by assuming roles as needs arise.
The advantage of a particular model over the others becomes evident only in the context of specific projects.The hierarchical model is best suited to relatively large projects that are decomposable into sub-goals that can be addressed by near independent teams.This is usually possible for software tasks that are very well defined,that need reliable and quality controlled solutions,particularly those that are mission critical.A large project may inherently require many people working on it to successfully complete it,if it were to be deployed in multiple sites,for instance.Alternatively,a large group may be assembled to expedite delivery.In either case,structured organisation and well-defined roles facilitate coordination at a high level.
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