LOCATION: Zürich

SPEAKER: Richard Sharpe   COMPANY: Enerjy Software

From productivity levels to the integrity of the completed application, development managers begin projects with concerns about hitting final deadlines and the escalating work rate at the end of the project to accomplish these targets. In terms of functional requirements, development may be easier to judge, however the integrity of the software in terms of quality of code and level of testing is much harder to capture. This process almost always has been one of manual reviews, meetings and discussions--largely based on trust--and the few reports available to give general productivity metrics. Part of the fundamental issues that management have is the ability to track individual developers over the continuation of the project, both for coaching purposes and reward.

Traditionally, many aspects of management are largely reactive (allocating bugs to fix, reviewing test levels, etc.) but with a report from the Standish Group who estimates that 60% of projects are considered failures by the organisations that initiated them mainly due to development issues, concerns of credibility and liability are forefront in the minds of senior management and C-level operatives.

This presentation will address these challenges and help the manager take a pro-active approach to managing development teams. Various factors, such as trend analysis and data on individual developers can supply knowledge to better manage and coach individuals, be more efficient/accurate with reporting to senior management, and help detect likely development issues well before the problems affect the project timeline.

Whitepaper Download
Software development is a dynamic market. Keep up with the challenges and the newest solutions with a white paper from Enerjy.

SPEAKER: Richard Sharpe   COMPANY: Enerjy Software

From productivity levels to the integrity of the completed application, development managers begin projects with concerns about hitting final deadlines and the escalating work rate at the end of the project to accomplish these targets. In terms of functional requirements, development may be easier to judge, however the integrity of the software in terms of quality of code and level of testing is much harder to capture. This process almost always has been one of manual reviews, meetings and discussions--largely based on trust--and the few reports available to give general productivity metrics. Part of the fundamental issues that management have is the ability to track individual developers over the continuation of the project, both for coaching purposes and reward.

Traditionally, many aspects of management are largely reactive (allocating bugs to fix, reviewing test levels, etc.) but with a report from the Standish Group who estimates that 60% of projects are considered failures by the organisations that initiated them mainly due to development issues, concerns of credibility and liability are forefront in the minds of senior management and C-level operatives.

This presentation will address these challenges and help the manager take a pro-active approach to managing development teams. Various factors, such as trend analysis and data on individual developers can supply knowledge to better manage and coach individuals, be more efficient/accurate with reporting to senior management, and help detect likely development issues well before the problems affect the project timeline.

Whitepaper Download
Software development is a dynamic market. Keep up with the challenges and the newest solutions with a white paper from Enerjy.