It is no secret that software development projects fail and destroy a lot of value - directly and indirectly. Software project governance needs to start right i.e. proactively anticipate and mitigate risks. Then check progress along the way to make sure it is on track.
This paper describes a rigorous approach to software development project control by introducing functional size measurement at the planning stage and objectively quantifying the status and scope of the project and its deliverables throughout its lifecycle. The Scope Manager’s role is both that of ‘quantity surveyor’ and project auditor. The paper defines this role and describes the process and the benefits of the metrics they bring to a project. The paper discusses how organizations typically do not harness the potential of the metrics personnel in their organization to pro-actively assist project teams manage risk. The engagement of independent Scope Managers on a project assists in assuring successful projects or providing early warning of projects in trouble.