In the first of three volumes about quality, management, and productivity, Weinberg discusses software development organizations in terms of their culture, and he observes the patterns of their behavior. Organizations can be classified as one of six cultural patterns, ranging from Pattern One (obvio

Software project managers and their team members work individually towards a common goal. This book guides both, emphasizing basic principles that work at work. Software at work should be pleasant and productive, not just one or the other. This book emphasizes software project management at work. The author's unique approach concentrates on the concept that success on software projects has more to do with how people think individually and in groups than with programming. He summarizes past successful projects and why others failed. Visibility and communication are more important than SQL and C. The book discusses the technical and people aspects of software and how they relate to one another. The first part of the text discusses four themes: (1) people, process, product, (2) visibility, (3) configuration management, and (4) IEEE Standards. These themes stress thinking, organization, using what others have built, and people. The second part describes the software management principles of process, planning, and risk management. Part three discusses software engineering principles, the technical aspects of software projects. The fourth part examines software practices giving practical meaning to the individual topics covered in the preceding chapters. The final part of this book continues these practical aspects by illustrating a sample project through seven distinctive documents.

Partial ContentsI Managing Yourself- Why Congruence Is Essential to Managing- Choosing Management- Styles of Coping- Transforming Incongruence into Congruence- Moving Toward CongruenceII Managing Others- Analyzing the Manager's Job- Recognizing Preference Differences- Temperament Differences- Recognizing Differences As Assets- Patterns of Incongruence- The Technology of Human BehaviorIII Achieving Congruent Management- Curing the Addiction to Incongruence- Ending the Placating Addiction- Ending the Blaming Addiction- Engaging the Other- Reframing the Context- Informative FeedbackIV Managing the Team Context- Why Teams?- Growing Teams- Managing in a Team Environment- Starting and Ending TeamsV EpilogueAppendicesA: Diagram of EffectsB: Satir Interaction ModelC: Software Engineering Cultural PatternsD: Control ModelsE: Three Observer PositionsNotesListing of Laws, Rules, and PrinciplesAuthor IndexSubject Index

This is the digital version of the printed book (Copyright © 2003). To succeed in the software industry, managers need to cultivate a reliable development process. By measuring what teams have achieved on previous projects, managers can more accurately set goals, make bids, and ensure the successful completion of new projects. Acclaimed long-time collaborators Lawrence H. Putnam and Ware Myers present simple but powerful measurement techniques to help software managers allocate limited resources and track project progress. Drawing new findings from an extensive database of software project metrics, the authors demonstrate how readers can control projects with just Five Core Metrics -Time, Effort, Size, Reliability, and Process Productivity. With these metrics, managers can adjust ongoing projects to changing conditions-surprises that would otherwise cause project failure.

Thanks to the great success of the QC movement, quality assurance has taken root in the earliest stages of technology development. Software Excellence addresses the assumption that software cannot be built without bugs. The author argues that the application of total quality principles and tools to software development will eliminate the lengthy and costly step of debugging that has become an accepted phase of software development. Table of Contents Publisher's Message Preface Editor's Foreword--Tadashi Yoshizawa Editor's Foreword--Motohiro Higashi List of Editors and Authors PART 1 -- QUALITY CONTROL METHODOLOGY Chapter One: High-Quality Software Chapter Two: Total Quality Management (TQM) Chapter Three: Methods of Quality Control (QC) PART 2 -- QUALITY PROCESSES APPLIED TO SOFTWARE DESIGN AND DEVELOPMENT Chapter Four: Software Quality Control and Small-Group Activities in Software Chapter Five: High-Reliability Software Chapter Six: Software Development and Modularization Chapter Seven: Software Documentation Chapter Eight: Software Engineering Chapter Nine: Change Management Chapter Ten: Quality Improvement in Reuse Chapter Eleven: Quality Function Deployment for Software Development Chapter Twelve: Examples of Quality Measurement Systems Chapter Thirteen: Methods for Quantitative Measurement and Evaluation of Quality Chapter Fourteen: Production Planning for Software Products Chapter Fifteen: Software Technology Management Chapter Sixteen: Quality Design and Management Planning Chapter Seventeen: Review and Process-Specific Management Chapter Eighteen: Test Management and Audits Chapter Nineteen: Maintenance Management Glossary of Acronyms Index