Effective Software Project Management

Chapter 3. Linear SDPM Strategy

A manager . . . sets objectives, . . . organizes, . . . motivates, . . . communicates, . . . measures, . . . and develops people. Every manager does these things—knowingly or not. A manager may do them well or may do them wretchedly but always does them.

—Peter Drucker

Chapter Learning Objectives

After reading this chapter, you will be able to: Explain the Linear SDPM strategy Have a high-level understanding of the Standard Waterfall model and the Rapid Development Waterfall model

Linear approaches to software development and the project management of such projects have been around the longest of all the models I discuss in this book. These linear approaches date back to the 1950s and 1960s when the traditional Waterfall approach and modern project management had just lit their candles and arose out of the darkness. This chapter serves as an overview of the Linear SDPM strategy and leaves for later chapters in this part the detailed discussion of each phase in the life cycle of a Linear SDPM strategy.

The Linear approach is the longest lived of all the approaches I consider in this book. Until the early 1990s this was the overwhelming choice of software developers. There were few alternatives at that time. Because of the Linear approach’s longevity it has become habit with many developers. Even though a number of alternatives exist today, developers don’t give second thoughts to changing. They would rather force fit the old when the new would ...