Everand Logo

Welcome to Everand!

  • Discover millions of ebooks, audiobooks, and so much more with a free trial

    Only $11.99/month after trial. Cancel anytime.

    Why Software Gets In Trouble
    Change Done Well
    Quality Software: Volume 1.1: How Software Is Built
    Ebook series9 titles

    Quality Software Managment Series

    By Gerald M. Weinberg

    ()

    About this series

    Gerald M. Weinberg illustrates how to create a supportive environment for software engineering —an environment in which your organization can realize long-lasting gains in quality and productivity by learning how to manage change.
    As the author argues, the history of software engineering is riddled with failed attempts to improve quality and productivity without first creating a supportive environment. Many managers spend their money on tools, methodologies, outsourcing, training, and application packages, but they rarely spend anything to improve or to remove the management that created those situations in the first place.
    From systems thinking to project management to technology transfer to the interaction of culture and process, this volume analyzes transformation from a broad range of perspectives, providing a breadth of awareness essential for successful management of high-quality software development.
    Topics include:
    Meta-Planning: Information
    Meta-Planning: Systems Thinking
    Tactical Change Planning
    Planning Like a Software Engineer
    What Changes Have to Happen
    Components of Stable Software Engineering
    Process Principles
    Culture and Process
    Improving Process
    Requirements Principles and Process
    Changing the Requirements Process
    The book also had five important appendices:
    Appendix A: The Diagram of Effects
    Appendix B: The Software Engineering Cultural Patterns
    Appendix C. The Satir Interaction Model
    Appendix D. Control Models
    Appendix E. The Three Observer Positions

    LanguageEnglish
    PublisherGerald M. Weinberg
    Release dateSep 26, 2010
    Why Software Gets In Trouble
    Change Done Well
    Quality Software: Volume 1.1: How Software Is Built

    Titles in the series (9)

    • 1

      Quality Software: Volume 1.1: How Software Is Built
      Quality Software: Volume 1.1: How Software Is Built

      Quality Software: Volume 1.1: How Software Is Built

      Gerald M. Weinberg
      0 ratings
      0 ratings

      This is part 1 of the latest edition of the classic, Quality Software Management. Its fundamental purpose is to teach how to understand the dynamics of software development organizations, to plan software projects, and to act effectively to carry out those plans.

      This is part 1 of the latest edition of the classic, Quality Software Management. Its fundamental purpose is to teach how to understand the dynamics of software development organizations, to plan software projects, and to act effectively to carry out those plans.

    • 2

      Why Software Gets In Trouble
      Why Software Gets In Trouble

      Why Software Gets In Trouble

      Gerald M. Weinberg
      0 ratings
      0 ratings

      Many books have described How Software Is Built. Indeed, that's the first title in my Quality Software Series. But why do we need an entire book to explain Why Software Gets In Trouble? Why not just say "people make mistakes"? Why not? Because there are reasons people make mistakes, and make them repeatedly, and fail to discover and correct them. That's what this book is about.

      Many books have described How Software Is Built. Indeed, that's the first title in my Quality Software Series. But why do we need an entire book to explain Why Software Gets In Trouble? Why not just say "people make mistakes"? Why not? Because there are reasons people make mistakes, and make them repeatedly, and fail to discover and correct them. That's what this book is about.

    • 9

      Change Done Well
      Change Done Well

      Change Done Well

      Gerald M. Weinberg
      0 ratings
      0 ratings

      The history of software engineering is riddled with failed attempts to improve quality and productivity without first creating a supportive environment. Many managers spend their money on tools, methodologies, outsourcing, training, and application packages, but these managers rarely spend anything to improve the way in which these hoped-for improvements are adopted and used correctly. From systems thinking to project management to technology transfer to the interaction of culture and process, Change Done Well analyzes transformation from a broad range of perspectives, providing a breadth of awareness essential for successful transformation to high-quality software creation. Topics include: Starting Projects Correctly Sustaining Projects Correctly Terminating Projects Properly Building Faster By Building Smaller Protecting Information Assets Managing Design Introducing Technology The Diagram of Effects The Software Engineering Cultural Patterns The Satir Interaction Model Control Models The Three Observer Positions and much more IEEE Software says: "If you're grappling with how to improve software development and especially how to improve managing software development, then this might be the right book for you."

      The history of software engineering is riddled with failed attempts to improve quality and productivity without first creating a supportive environment. Many managers spend their money on tools, methodologies, outsourcing, training, and application packages, but these managers rarely spend anything to improve the way in which these hoped-for improvements are adopted and used correctly. From systems thinking to project management to technology transfer to the interaction of culture and process, Change Done Well analyzes transformation from a broad range of perspectives, providing a breadth of awareness essential for successful transformation to high-quality software creation. Topics include: Starting Projects Correctly Sustaining Projects Correctly Terminating Projects Properly Building Faster By Building Smaller Protecting Information Assets Managing Design Introducing Technology The Diagram of Effects The Software Engineering Cultural Patterns The Satir Interaction Model Control Models The Three Observer Positions and much more IEEE Software says: "If you're grappling with how to improve software development and especially how to improve managing software development, then this might be the right book for you."

    • 3

      How to Observe Software Systems
      How to Observe Software Systems

      How to Observe Software Systems

      Gerald M. Weinberg
      0 ratings
      0 ratings

      "This book will probably make you think twice about some decisions you currently make by reflex. That alone makes it worth reading." "Great to understand the real meaning of non linearity of human based processes and great to highlight how some easy macro indicator can give info about your s/w development process." "An incredibly useful book" - Amazon Reviews

      "This book will probably make you think twice about some decisions you currently make by reflex. That alone makes it worth reading." "Great to understand the real meaning of non linearity of human based processes and great to highlight how some easy macro indicator can give info about your s/w development process." "An incredibly useful book" - Amazon Reviews

    • Responding to Significant Software Events
      Responding to Significant Software Events

      Responding to Significant Software Events

      Gerald M. Weinberg
      0 ratings
      0 ratings

      -A software starship that has gone where no-one has gone before–N. Zvegintzov -brimming with simple techniques & examples of their application –Computing Rev. -required reading for anyone who cares about project success—N. Karten -enlightening, practical, humorous, and enormously inspiring—Yourdon -a must for all sentient software line and project managers—S/W Quality World

      -A software starship that has gone where no-one has gone before–N. Zvegintzov -brimming with simple techniques & examples of their application –Computing Rev. -required reading for anyone who cares about project success—N. Karten -enlightening, practical, humorous, and enormously inspiring—Yourdon -a must for all sentient software line and project managers—S/W Quality World

    • Managing Yourself and Others
      Managing Yourself and Others

      Managing Yourself and Others

      Gerald M. Weinberg
      0 ratings
      0 ratings

      Becoming an effective manager is the subject of this volume in Gerald M. Weinberg's highly acclaimed series, Quality Software. To be effective, managers must act congruently. Managers must not only understand the concepts of good software engineering, but also translate them into their own practices. Effective managers need to know what to do, say what they will do, and act accordingly. Their thoughts and feelings need to match their words and behaviors. Congruence has the sense of "fitting" —in this case, simultaneously fitting your own needs, the needs of the other people involved, and the contextual, or business, needs. Managers themselves must take responsibility for improving the quality of management and for changing their own attitudes and thinking patterns before they attempt to impose changes on everyone else. As the author advises, "If you cannot manage yourself, you have no business trying to manage others." This book offers practical advice on how to act, and how to manage others congruently. Examples, diagrams, models, practice suggestions, and tools s fortify the author's recommendations.

      Becoming an effective manager is the subject of this volume in Gerald M. Weinberg's highly acclaimed series, Quality Software. To be effective, managers must act congruently. Managers must not only understand the concepts of good software engineering, but also translate them into their own practices. Effective managers need to know what to do, say what they will do, and act accordingly. Their thoughts and feelings need to match their words and behaviors. Congruence has the sense of "fitting" —in this case, simultaneously fitting your own needs, the needs of the other people involved, and the contextual, or business, needs. Managers themselves must take responsibility for improving the quality of management and for changing their own attitudes and thinking patterns before they attempt to impose changes on everyone else. As the author advises, "If you cannot manage yourself, you have no business trying to manage others." This book offers practical advice on how to act, and how to manage others congruently. Examples, diagrams, models, practice suggestions, and tools s fortify the author's recommendations.

    • Managing Teams Congruently
      Managing Teams Congruently

      Managing Teams Congruently

      Gerald M. Weinberg
      0 ratings
      0 ratings

      Becoming an effective manager of teams is the subject of this sixth volume in Gerald M. Weinberg's highly acclaimed series, Quality Software. To be effective, team managers must act congruently. These managers must not only understand the concepts of good software engineering and effective teamwork, but also translate them into their own practices. Effective managers need to know what to do, say what they will do, and act accordingly. Their thoughts and feelings need to match their words and behaviors. Congruence has the sense of "fitting" —in this case, simultaneously fitting your own needs, the needs of the other people involved, and the contextual, or business, needs. Managers themselves must take responsibility for improving the quality of management and for changing their own attitudes and thinking patterns before they attempt to impose changes on everyone else. As the author advises, "If you cannot manage yourself, you have no business trying to manage others." This book offers practical advice on how to act, and how to manage others congruently. Examples, diagrams, models, practice suggestions, and tools s fortify the author's recommendations. Topics include: Achieving Congruent Management, Curing the Addiction to Incongruence, Ending the Placating Addiction, Ending the Blaming Addiction, Engaging the Other, Reframing the Context, Informative Feedback, Managing the Team Context, Why Teams?, Growing Teams, Managing in a Team Environment, Starting and Ending Teams, The Diagram of Effects, The Software Engineering Cultural Patterns, The Satir Interaction Model, Control Models, and The Three Observer Positions.

      Becoming an effective manager of teams is the subject of this sixth volume in Gerald M. Weinberg's highly acclaimed series, Quality Software. To be effective, team managers must act congruently. These managers must not only understand the concepts of good software engineering and effective teamwork, but also translate them into their own practices. Effective managers need to know what to do, say what they will do, and act accordingly. Their thoughts and feelings need to match their words and behaviors. Congruence has the sense of "fitting" —in this case, simultaneously fitting your own needs, the needs of the other people involved, and the contextual, or business, needs. Managers themselves must take responsibility for improving the quality of management and for changing their own attitudes and thinking patterns before they attempt to impose changes on everyone else. As the author advises, "If you cannot manage yourself, you have no business trying to manage others." This book offers practical advice on how to act, and how to manage others congruently. Examples, diagrams, models, practice suggestions, and tools s fortify the author's recommendations. Topics include: Achieving Congruent Management, Curing the Addiction to Incongruence, Ending the Placating Addiction, Ending the Blaming Addiction, Engaging the Other, Reframing the Context, Informative Feedback, Managing the Team Context, Why Teams?, Growing Teams, Managing in a Team Environment, Starting and Ending Teams, The Diagram of Effects, The Software Engineering Cultural Patterns, The Satir Interaction Model, Control Models, and The Three Observer Positions.

    • Becoming a Change Artist
      Becoming a Change Artist

      Becoming a Change Artist

      Gerald M. Weinberg
      0 ratings
      0 ratings

      In Volume 7 of the highly acclaimed Quality Software series, Gerald M. Weinberg illustrates how skilled people (Change Artists) work to create a supportive environment for software engineering —an environment in which your organization can realize long-lasting gains in quality and productivity by learning the artistry of managing change. As the author argues, the history of software engineering is riddled with failed attempts to improve quality and productivity without first creating a supportive environment. Many managers spend their money on tools, methodologies, outsourcing, training, and application packages, but they rarely spend anything to improve or to remove the leaders who created those situations in the first place. From systems thinking to project management to technology transfer to the interaction of culture and process, Becoming a Change Artist analyzes models of how change really happens, and how change artistry creates the environment for all other changes.

      In Volume 7 of the highly acclaimed Quality Software series, Gerald M. Weinberg illustrates how skilled people (Change Artists) work to create a supportive environment for software engineering —an environment in which your organization can realize long-lasting gains in quality and productivity by learning the artistry of managing change. As the author argues, the history of software engineering is riddled with failed attempts to improve quality and productivity without first creating a supportive environment. Many managers spend their money on tools, methodologies, outsourcing, training, and application packages, but they rarely spend anything to improve or to remove the leaders who created those situations in the first place. From systems thinking to project management to technology transfer to the interaction of culture and process, Becoming a Change Artist analyzes models of how change really happens, and how change artistry creates the environment for all other changes.

    • CHANGE: Planned & Unplanned
      CHANGE: Planned & Unplanned

      CHANGE: Planned & Unplanned

      Gerald M. Weinberg
      0 ratings
      0 ratings

      Gerald M. Weinberg illustrates how to create a supportive environment for software engineering —an environment in which your organization can realize long-lasting gains in quality and productivity by learning how to manage change. As the author argues, the history of software engineering is riddled with failed attempts to improve quality and productivity without first creating a supportive environment. Many managers spend their money on tools, methodologies, outsourcing, training, and application packages, but they rarely spend anything to improve or to remove the management that created those situations in the first place. From systems thinking to project management to technology transfer to the interaction of culture and process, this volume analyzes transformation from a broad range of perspectives, providing a breadth of awareness essential for successful management of high-quality software development. Topics include: Meta-Planning: Information Meta-Planning: Systems Thinking Tactical Change Planning Planning Like a Software Engineer What Changes Have to Happen Components of Stable Software Engineering Process Principles Culture and Process Improving Process Requirements Principles and Process Changing the Requirements Process The book also had five important appendices: Appendix A: The Diagram of Effects Appendix B: The Software Engineering Cultural Patterns Appendix C. The Satir Interaction Model Appendix D. Control Models Appendix E. The Three Observer Positions

      Gerald M. Weinberg illustrates how to create a supportive environment for software engineering —an environment in which your organization can realize long-lasting gains in quality and productivity by learning how to manage change. As the author argues, the history of software engineering is riddled with failed attempts to improve quality and productivity without first creating a supportive environment. Many managers spend their money on tools, methodologies, outsourcing, training, and application packages, but they rarely spend anything to improve or to remove the management that created those situations in the first place. From systems thinking to project management to technology transfer to the interaction of culture and process, this volume analyzes transformation from a broad range of perspectives, providing a breadth of awareness essential for successful management of high-quality software development. Topics include: Meta-Planning: Information Meta-Planning: Systems Thinking Tactical Change Planning Planning Like a Software Engineer What Changes Have to Happen Components of Stable Software Engineering Process Principles Culture and Process Improving Process Requirements Principles and Process Changing the Requirements Process The book also had five important appendices: Appendix A: The Diagram of Effects Appendix B: The Software Engineering Cultural Patterns Appendix C. The Satir Interaction Model Appendix D. Control Models Appendix E. The Three Observer Positions

    Author

    Gerald M. Weinberg

    Gerald M. Weinberg (Jerry) writes "nerd novels," such as The Aremac Project, Aremac Power, First Stringers, Second Stringers, The Hands of God, Freshman Murders, and Mistress of Molecules—about how brilliant people produce quality work. His novels may be found as eBooks at or on Kindle. Before taking up his science fiction career, he published books on human behavior, including Weinberg on Writing: The Fieldstone Method, The Psychology of Computer Programming, Perfect Software and Other Fallacies, and an Introduction to General Systems Thinking. He also wrote books on leadership including Becoming a Technical Leader, The Secrets of Consulting (Foreword by Virginia Satir), More Secrets of Consulting, and the four-volume Quality Software Management series. He incorporates his knowledge of science, engineering, and human behavior into all of writing and consulting work (with writers, hi-tech researchers, and software engineers). Early in his career, he was the architect for the Mercury Project's space tracking network and designer of the world's first multiprogrammed operating system. Winner of the Warnier Prize and the Stevens Award for his writing on software quality, he is also a charter member of the Computing Hall of Fame in San Diego and the University of Nebraska Hall of Fame. The book, The Gift of Time (Fiona Charles, ed.) honors his work for his 75th birthday. His website and blogs may be found at http://www.geraldmweinberg.com.

    Read more from Gerald M. Weinberg

    Related to Quality Software Managment

    Related ebooks

    Enterprise Applications For You

    View More
    View More

    Related podcast episodes

    Related articles

    • Article

      Build And Organise A Kanban Board

      May 5, 2020

      Project management is a tricky skill. What can start out as a relatively simple task can spiral out of hand when you get underway and discover new angles, fresh requirements and who knows what else. It’s hard enough managing a project on your own, bu

      6 min read

    • Article

      Access Your Mac Anywhere

      Nov 8, 2022

      Access Your Mac Anywhere
      2 min read

    Related categories

    Reviews for Quality Software Managment

    0 ratings

    0 ratings0 reviews

    What did you think?

    Tap to rate

    Review must be at least 10 words