August 2004
Intermediate to advanced
656 pages
15h 28m
English
Content preview from Return on Software: Maximizing the Return on Your Software Investment
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Part SIX: ESTIMATION, RISK, AND UNCERTAINTY
Business decisions are always about future actions: Should an organization use its limited resources to do this, that, or something else? Because these decisions look into the future, the cash-flow streams for the proposals being considered are necessarily estimates, and the correctness of the business decision will depend on the accuracy of those estimates. The Standish Group's CHAOS study, first mentioned in Chapter 1, showed that the average software project is 45% over budget, 63% over schedule, and delivers only 67% of the required features and functions. One contributing factor in this less-than-stellar performance is probably that the original estimates were not very good. This part explains ...
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
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I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.