The above pictures elucidate that the techies understand the problem differently thanwhat it really is and it results to a different solution as the problem itself ismisunderstood. So the problem understanding i.e. requirement analysis must be done properly to avoid any problems in later stages as it will have devastating effects.1.
Managers with software responsibility, like managers inmost disciplines, are often under pressure to maintain budgets, keep schedulesfrom slipping, and improve quality. Like a drowning person who grasps at astraw, a software manager often grasps at belief in a software myth, if those beliefs will lessen the pressure (even temporarily). Some common managerialmyths stated by Roger Pressman include:I.We have standards and procedures for building software, so developers haveeverything they need to know.II.We have state-of-the-art software development tools; after all, we buy thelatest computers.III. If we're behind schedule, we can add more programmers to catch up.IV. A good manger can manage any project.Software Myths- SPM© Geshan Manandhar ® 2007- 3 -