Review By: Cathy Bell
01/27/2006There are countless theories as to why IT projects fail. "Achieving Software Quality through Teamwork" takes the point of view that many failures are due to a lack of recognition that software is built by teams of people—-who all need to recognize their role in the process and work together to achieve software quality. It focuses on how effective communication is achieved by knowing the functions of the other team members, working to get consensus on issues that arise (as total agreement is not always possible), and learning and refining the process as we grow.

Author Isabel Evans uses the EFQM (European Foundation for Quality Management) excellence model as a framework for the book. The model is based on the premise that "excellent results with respect to performance, customers, people, and society are achieved through leadership-driving policy and strategy that is delivered through people, partnerships and resources, and processes" (www.efqm.org).

Evans begins by covering the basics, taking us through the many definitions of quality as seen through processes and models such as ISO and CMM and acknowledging that our company culture or the industry in which we work often governs the process we follow. All processes can be refined, however, with the ultimate goal being the bringing together of IT development and project management.

Chapters two through seven cover the makeup of the project team, stressing communication between team groups. Chapter eight deals with the importance of viewing the project across its lifecycle--not just the software development portion--and focusing on quality at every stage. Chapter nine covers how an effective startup can eliminate a lot of miscommunication and misunderstanding. Chapter ten discusses the many SDLC models and emphasizes that one size does not fit all. Chapter eleven concerns delivery of the product when it is deemed "ready for use," showing how successful delivery and maintenance depends on how well the team is able to define clear processes.

The book is easy to read with a lot of practical advice. There are many useful tables and references cited in the text, which make it a valuable reference book. The author covers the often-overlooked human side of the software equation.

There are many points at which defects can be introduced, from the time a project is no more than an idea in someone's mind until it is delivered for use. The author looks at how teams can avoid many of these defects if they work harder on their communication and understanding skills. The "experience-based anecdotes" gave me the feeling that the author was present during one of our last project meetings, which emphasized that the problems we face are universal.

Dorothy Graham writes in the foreword that the book will increase your understanding of the people with whom you work and could even enhance their understanding of you. We can't understand what we don't know, so the author explains each team member's job and the challenges he faces to get the job done. If we understand what someone else is going through, then we are more likely to understand that person's point of view. This can open those all-important lines of communication.

"Achieving Software Quality through Teamwork" by Isabel Evans recognizes that people make up the teams that produce software. Effective communication and conflict resolution are necessary for any project to be successful. "Break down barriers between people," the author wrote. "Communication and team work are key to achieving software quality. It is not my responsibility; it is not your responsibility. It is our responsibility, together."