Remove 2006 Remove Risk Remove Software Engineering
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Build Awesome: RoR Devs Wanted

LiquidPlanner

In 2006 I left a great gig at Expedia to start LiquidPlanner with a fellow Expedia colleague, Charles Seybold. So, if you’re itching for a new role in which you will directly impact the direction of our growing software company, this could be the gig for you. LiquidPlanner is the only predictive scheduling engine on the market.

2006 74
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Microeconomics and Risk Management in Decision Making for Software Development

Herding Cats

If we look at the discipline of software engineering, we see that the microeconomics branch of economics deals more with the types of decisions we need to make as software engineers or managers. Software engineering economics." IEEE Transactions of Software Engineering, 1 (1984): 4-21.

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Basis of Estimating Software Development

Herding Cats

Software Sizing, Estimation, and Risk Management: When Performance is Measured Performance Improves , Daniel Galaorath and Michael Evans , Auerbach, 2006. Software Sizing and Estimating: Mk II FPA , Charles Symons, John Wiley & Sons, 1991. Agile Estimating and Planning , Mike Cohn, Prentice Hall, 2006.

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Reading List for the Cone of Uncertainty

Herding Cats

A Quick Estimation Approach to Software Cost Estimation," Leckraj Nagowah, Hajrah BibiBenazir, and Bachun, African Conference on Software Engineering and Applied Computing , . "A A Probabilistic Method for Predicting Software Code Growth," Michael Ross, Journal of Cost Analysis and Parametrics 4:127-147, 2011. "10

2012 48
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Misunderstanding Making Decisions in the Presence of Uncertainty

Herding Cats

The naturally occurring work effort in the development of a software feature - even if we've built the feature before - is an irreducible uncertainty. The risk is created when we have not accounted for this natural variances in our management plan for the project. An aleatory risk is expressed as a relation to a value.

2003 46
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Cone of Uncertainty - Revisited

Herding Cats

One chapter on the Principles of Risk Management and the second chapter on the Practices of Risk Management. Since reducible and irreducible uncertainties create risk, those uncertainties need to be reduced as the project proceeds for the probability of project success to increase. 37–48, 2007. So here's the outcome.

2012 29
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Resources for Cone of Uncertainty

Herding Cats

The planned uncertainty not only needs to decrease over time passing, but this reduction diminishes any impacts of risk on the decision-making processes. Seems there is still some confusion (intentional or accidental) about the Cone of Uncertainty and its purpose and its use in software development. IT Risk Management.

2007 34