Abstract
Managing object-oriented projects is subtly different than managing non-object-oriented ones. Object-oriented projects employ a different unit of decomposition, they encourage an incremental and iterative process, and quantitatively, they demand different kinds of measures. This paper examines the nature of managing object-oriented projects, and offers a variety of lessons learned from a number of real projects.
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Portions of this article are adapted from [Booch 1995].
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Booch, G. Managing object-oriented software development. Ann Software Eng 2, 237–258 (1996). https://doi.org/10.1007/BF02063812
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DOI: https://doi.org/10.1007/BF02063812