Donald J. Reifer is recognized as one of the leading figures in the fields of software engineering and management with 40+ years of progressive management experience in both industry and government. From 1993 to 1995, Mr. Reifer managed the Department of Defense (DoD) Software Initiatives Office with the Defense Information Systems Agency. As part of this Senior Executive Service assignment, he served as the Director of the DoD Software Initiatives Office under the ASD/C3I. He also served as Director of the DoD Reuse Initiative and Chief of the Ada Joint Program Office. Previously, while with TRW, Mr. Reifer served as Deputy Program Manager for their Global Positioning Satellite (GPS) IV&V efforts. While with the Aerospace Corporation, Mr. Reifer managed all of the software efforts related to the Space Transportation System (Space Shuttle). Currently, as President of RCI, Mr. Reifer advises executives in Fortune 500 firms worldwide in the areas of software investment and improvement strategies. He is known for both his business and practical problem solving skills.
During the past thirty years, Reifer has published over one hundred software engineering and management papers and ten books. Reifer’s many awards include the Secretary of Defense’s Medal for Outstanding Public Service, the NASA Exceptional Service Medal, the AIAA Software Engineering Award, the ISPA Frieman Award, the DISA Service Award, membership in Who’s Who in the West, and the Hughes Aircraft Company Fellowship.
Reifer received his B.S. in engineering from New Jersey Institute of Technology, his M.S. in operations research from USC and the Certificate in Business Management from UCLA.
Software productivity progress during the first decade of the 21st Century: Quantifying productivity
This paper summarizes the progress various industries have made in software productivity during the first decade of the 21st century. It begins by summarizing the productivity gains that occurred from 2000 and 2010 using data from 1,000 completed projects, none of which is over ten years old. Next, it categorizes the project data that were used to make further comparisons in terms of organizational demographics (size of engineering workforces for parent firms), degree of outsourcing, amount of contracting, life cycle stage (requirements, development and/or maintenance) and development paradigm employed (agile, evolutionary, iterative/incremental development, spiral or waterfall). Finally, the factors to which productivity growth seems to be most sensitive to are then identified by industry grouping and discussed as we look into the future to forecast what the next decade has in store for us.
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Software productivity benchmarks have proven to be a useful tool for determining whether an organization’s software estimates are realistic. In addition, they provide a firm with the yardsticks that they need to determine whether their current software cost, productivity and…