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Home > Detail: Quality Software Management, Volume 2
Book:
| | | |  | | Quality Software Management, Volume 2
First-Order Measurement| Author: Gerald Weinberg | | Pages: 346 | Published: 1993 | | Publisher: Dorset House | ISBN: 0932633242 |
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| | | | Topics: Measurement & Reporting
| | Description:
This book is volume two in a four-volume set. The book will help managers who are challenged to overcome the software quality crisis. The book offers reliable information obtained through careful observation and measurement.
The book offers a common sense guide to basic measurement activities that every organization must do to consistently produce quality software. It defines the different levels of measurement and describes the minimum set of activities needed in order to start a measurement program. Numerous examples and diagrams illustrate the author's points, and exercises challenge readers to test their understanding of the concepts.
| | | | | Review by Derek Mahlitz
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This book shows how to more precisely observe and measure the software development process and offers a model to break down the complex software process into a series of compact, simpler to understand steps. It also describes the minimum set of activities for any software organization to start a successful measurement activity, as well as the key factors to help organizations consistently produce the quality software they desire. The book is divided into four areas: Intake, Meaning, Significance, and Response.
This book focuses on an issue of huge importance to software managers: how to respond appropriately to people (clients, bosses, team members) in difficult, emotionally charged situations. The author uses simple but effective models to explain human behavior. He includes examples from the software engineering industry to put these models in contexts familiar to software developers. The models can help all software professionals to understand and deal with conflicts more effectively, using the insights gained from this book every day with software development teams, clients, employees, and personal interactions. As the author has pointed out, one of the main questions in software engineering is "Why do people so often do things wrong when they know how to do them right?" As this book shows, to do the right thing often requires that in a moment of confrontation, you must interact with all points of view, with the needs and fears and personalities of all parties to the issue. The insights, examples, and tools Weinberg provides here can help you become much more effective in working with others. I strongly recommend this book, and the rest of the set, to people who lead software projects and lead project managers themselves.
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