Studies have shown that 53% of software defects are attributed to poorly defined requirements. Therefore, from a process improvement perspective, it is imperative that project managers establish a more effective and efficient way of defining and tracking business requirements. At the same time, project managers must have a process that allows requirements to drive the automated testing cycle.

According to a new study, software fix/repair activity occupies US organizations at a level that is 21% higher than non-US organizations.

Several recent experiences have left me concerned that the field of software development feels more like a war zone than a stimulating and challenging way to earn a living. One magazine editor I spoke with used several military metaphors, including describing a project manager who "snatched defeat from the jaws of victory." A thoughtful essay I read pondered whether software development was more like warfare or the culture of a monastery. I've even used terms like "in the heat of battle" during my seminar presentations.

Over the past few months, I have been facilitating a series of project leadership workshops for one of my clients. These workshops involve some exchange of theory, some interactive case studies, and a bit of fun and games to keep things lively.

An application architecture is more like a carefully designed garden than a series of city streets. Unless you tend to its care and feeding, it will soon become unruly, overgrown with the wasteful vestiges of dead code. Ignore it long enough and you'll find that your only recourse is to engage in massive -- and very costly -- changes to correct the neglect.

Last summer, I had an experience that continues to make me think. I was at an IFPUG conference (the International Function Points User's Group is an organization committed to refining techniques for software measurement), and I was talking with a manager who had been successful in manufacturing for a large multinational company and now had duties in IT. Because he was new to IT, he felt tentative about his new responsibilities and was looking for ideas.

Many IT managers are juggling too many projects and not enough staff. How do you make sure everyone's focused on the right project?