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.

It is often assumed that software testing is based on clearly defined requirements and software development standards. However, testing is typically performed against changing, and sometimes inaccurate, requirements. The third edition of a bestseller, Software Testing and Continuous Quality Improvement, Third Edition provides a continuous quality framework for the software testing process within traditionally structured and unstructured environments. This framework aids in creating meaningful test cases for systems with evolving requirements. This completely revised reference provides a comprehensive look at software testing as part of the project management process, emphasizing testing and quality goals early on in development. Building on the success of previous editions, the text explains testing in a Service Orientated Architecture (SOA) environment, the building blocks of a Testing Center of Excellence (COE), and how to test in an agile development. Fully updated, the sections on test effort estimation provide greater emphasis on testing metrics. The book also examines all aspects of functional testing and looks at the relation between changing business strategies and changes to applications in development. Includes New Chapters on Process, Application, and Organizational Metrics All IT organizations face software testing issues, but most are unprepared to manage them. Software Testing and Continuous Quality Improvement, Third Edition is enhanced with an up-to-date listing of free software tools and a question-and-answer checklist for choosing the best tools for your organization. It equips you with everything you need to effectively address testing issues in the most beneficial way for your business.

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

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

High-quality software demands high-quality management. That's the subject of Quality Software Management, a four-volume series that has grown out of acclaimed author Gerald M. Weinberg's forty-year love affair with computers. In Volume 1, Systems Thinking, the author tackles the first requirement for developing quality software: learning to think correctly—about problems, solutions, and quality itself. He also sets out guidelines that stimulate the kind of thinking needed. "Act early, act small" is key to staying in control of the software process. Managers need to serve as both planners and catalysts within the organization: to continually plan what to do, observe what happens, and then act decisively to bring the actual closer to the planned. Numerous examples illustrate "control points," areas that can be managed to prevent a crisis or to keep one from getting worse. Topics include: * understanding quality * pressure and breakdowns * software cultures * patterns of quality * patterns of management * feedback effects * the size/complexity dynamic in software engineering * detecting failures and reacting to them * fault resolution dynamics * the role of customers. Useful diagrams, references, exercises, and a bibliography augment the text.