I: FUNDAMENTAL CONCEPTS. 1. Improvement Is Everybody's Business.
Viewing Software as a Business.Change Is the Nature of Software.Making the Giant Leap Forward.Success Is a Numbers Game.Improvement Cycles and Tricycles.Improvement by the Numbers.Business Versus Technical Cases.Why Change?Are You Ready to Change?.Getting Your Boss to Commit.How This Book Can Help You.Summary.2. Making a Business Case.
The Whats, Whys, and Whens of Business Cases.Relating Improvement Goals to Metrics Via Questions.Developing Business Cases: The Front-End Process.Tying the Business Process to the Software Development Life Cycle.Business Cases: Stepping Through the Life Cycle.Summary.3. Making the Business Case: Principles, Rules, and Analysis Tools.
Tooling the Process.Business Case Principles.Present Value and Future Worth.A Smorgasbord of Analysis Techniques.Tools of the Trade.Packaging the Business Case for Management Consumption.Avoiding Taxes and Tax Revolts.Summary.4. Business Cases That Make Sense.
The Parable of the Chinese Emperor.Improving the Process.Cost Avoidance.Capitalizing Software.Quick-to-Market Strategies.Architecting Products.Make Versus Buy Analysis.Moving to a Web-Based Economy.Summary.II: THE CASE STUDIES. 5. Playing the Game of Dungeons and Dragons: Process Improvement Case Study.
Setting the Stage.Current Business Climate.Developing a Game Plan.Process Maturity: Are the Investments Justified?.Quantifying the Return-on-Investment.Getting Everyone Involved in Playing the Game.Reinventing and Refreshing the Organization.Summary.6. Quantifying the Cost/Benefits: Capitalizing Software Case Study.
You've Got a Problem.Organization Profile.Initial Operational Concept.Capital Decision-Making Process.Make-Versus-Buy Analysis.Putting Software Cost Models to Work.Performing Risk Analyses.Addressing "What If" Questions.Making Your Numbers Believable.Summary.7. Making Your Numbers Sing: Architecting Case Study.
The Grand Proposal.Developing a Strategy.Readying the Financials.Determining the Numbers.Trimming the Fat.Justifying Your Recommendations.Why Pursue Architecture in the First Place?.Summary.8. Maneuvering the Maze: Web-Based Economy Case Study.
For Openers.Finding a Likely Candidate.Determining the "Value" of a Firm.Computing How Much to Pay.To Buy or Not to Buy.Avoiding the Traps.Going Global.Timing Is Strategy.Summary.III: FINALE. 9. Overcoming Adversity: More Than a Pep Talk.
The Wary Traveler.You Can Be Successful.Change Tactics Abound.Avoid the Many Bear Traps.Focus on the Things That Count.Other Interesting Uses of Numbers.Where's the Technology Heading?.Summary.Appendix A: Recommended Reading List.
Appendix B: Compound Interest Tables.
This book teaches the key skill software professionals need to gain support for their ideas and projects from the decision-makers who hold the purse strings: how to make the business case. Leading software management consultant Don Reifer presents a start-to-finish, software-specific framework any developer, project manager, and entrepreneur can use to clearly present both the costs and compelling benefits of their software projects. Using case studies and practical examples, Making the Software Business Case offers sound guidance on creating software business cases. Reifer focuses on the projects that are most difficult to get funding for: those devised to justify improvements to the way software is managed and delivered. He shows how to identify and quantify potential cost reduction, cost avoidance, improvements in time to market, and productivity enhancements. Along the way, developers learn how to justify capital investments, moving to product line architectures, migrating to e-Business technologies, or even purchasing other firms. For all developers, project managers, entrepreneurs, researchers, and others who must justify their costs or convince others to fund their projects.
Donald J. Reifer is the president of Reifer Consultants, Inc., a
firm that specializes in helping clients implement changes that are
financially justified. During his more than 30 years of industry
and government experience, he has grown businesses, managed major
projects, led recovery teams, and implemented improvement
strategies globally. Most important, he has helped clients sell
change based on the numbers. His numerous other publications
include several popular books on software management.