
doi: 10.1007/bf02063812
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.
| selected citations These citations are derived from selected sources. This is an alternative to the "Influence" indicator, which also reflects the overall/total impact of an article in the research community at large, based on the underlying citation network (diachronically). | 3 | |
| popularity This indicator reflects the "current" impact/attention (the "hype") of an article in the research community at large, based on the underlying citation network. | Average | |
| influence This indicator reflects the overall/total impact of an article in the research community at large, based on the underlying citation network (diachronically). | Average | |
| impulse This indicator reflects the initial momentum of an article directly after its publication, based on the underlying citation network. | Average |
