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Organizational culture and behavior, and functional enterprise management in terms of procurement, supply chain management, marketing, sales, and distribution, all have an influence, albeit indirectly, on an organization’s software engineering process.
The Software Engineering Management consists of both the software project management process, in its first five subareas, and software engineering measurement in the last subarea. While these two subjects are often regarded as being separate, and indeed they do possess many unique aspects, their close relationship has led to their combined treatment in software engineering. Unfortunately, a common perception of the software industry is that it delivers products late, over budget, and of poor quality and uncertain functionality. Measurement-informed management - an assumed principle of any true engineering discipline - can help to turn this perception around. In essence, management without measurement, qualitative and quantitative, suggests a lack of rigor, and measurement without management suggests a lack of purpose or context. In the same way, however, management and measurement without expert knowledge is equally ineffectual, so we must be careful to avoid over-emphasizing the quantitative aspects of Software Engineering Management (SEM). Effective management requires a combination of both numbers and experience.
The following working definitions are adopted here:
As the Software Engineering Management is viewed here as an organizational process which incorporates the notion of process and project management, we have created a breakdown that is both topic-based and life cycle-based. However, the primary basis for the top-level breakdown is the process of managing a software engineering project. There are six major subareas:
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