You can't get far in your career if people don't trust you. Yet trust is such an elusive concept. It's not tangible. It's not concrete. It's not something you can point to and say, "That's what it looks like." In this column, Naomi Karten ruminates about the concept of trust and offers some ideas about what you can and cannot control in earning the trust of others.

There are volumes of written material covering just about every aspect of software engineering. Books, articles, magazines, conference proceedings, Web sites, and other rich sources of information are readily available to those learning about our profession. However, based on personal experience and observation, Ed Weller is compelled to ask how much of this information is actually misinformation. Anytime you collect data you must proceed with caution! In this article, we'll find out why Ed questions validity and accuracy and what you can do next time you're faced with questionable material.

Getting process improvement "just right" is difficult. Go too far in the definition of processes, and it really does get too hot, with the heat coming from the people trying to use the processes. On the other hand process definitions that are too short to contain anything of value will leave users in the cold, and then there will be no improvement in the organization. Ed Weller states that a useful process improvement activity develops a set of process artifacts that meets the needs of the user. This helps the organization capture "tribal lore" and cast it into a set of process definitions that eliminates waste and improves time-to-market.