In keeping with my current efforts to lower costs for my readers/followers, I've created a number of discounted book bundles. The most recent of these bundles is the Quality Software Bundle. This bundle is for managers, would-be managers, and any of us who find themselves being managed and confused.
This comprehensive bundle covers the entire span of software development approaches, from hacking through waterfall, cascade, prototyping, IterativeEnhancement, reusable code, to Agile teams.
The bundle explains all sorts of managers' behavior, from best to worst: how to achieve the best, how to improve the worst—or at least how to produce quality software in spite of it. Every truly professional software person will treasure this bundle as source of ideas for ever-increasing quality.
If purchased in bound volumes, these eleven books would cost more than $200. As ebooks, more than $100. But together, in this special bundle, the cost is only $49.99.
Bundle Contents:
This volume tackles the first requirement for developing quality software: learning to think correctly about problems, solutions, and quality itself—setting guidelines to stimulate the kind of thinking needed.
Among the topics are quality, software cultures, patterns of quality, patterns of management, feedback effects, the size/complexity dynamic in software engineering, the role of customers, and how to diagram causes and effects.
Why does software gets in trouble? Why not just say "people make mistakes"? Why not? Because there are reasons people make mistakes, make them repeatedly, and fail to discover and correct them. This book describes how companies and processes get into a state where errors are more likely to occur—increased pressure, high levels of stress, poor estimation, lack of control, and many more.
Why Software Gets In Trouble enumerates the ways errors occur and catalogs the effects of breakdowns caused those errors. Even more important, the book corrects many erroneous ways of thinking about those errors with principles such as, "Errors are not a moral issue" and "Quality is not the same thing as absence of errors."
If they wish to produce high-quality software consistently in today's competitive marketplace, managers must have reliable information, obtained through careful observation and measurement. Here is a comprehensive guide to the basic measurement activities every organization must perform to manage the software development process.
Using a four-step model to break the complex observation process into a series of smaller, simpler, steps, First-Order Measurement teaches many ways to observe effectively. It defines the different levels of measurement, and describes the minimum set of activities in order to start an efficient measurement program.
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. It uses simple but effective models to explain human behavior, including 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.
Revieweres say it's enlightening, practical, humorous, and enormously inspiring, the book is brimming with simple techniques and examples of their application. It should be required reading for anyone who cares about project success—a must for all sentient software line and project managers.
One of the main questions in software engineering (and perhaps in life) 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 a conflict or confrontation you behave congruently 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 vastly more effective in working with others. Many reviewers strongly recommend this book, and the rest of the Quality Software Series, to people who lead software projects.If you care about getting complex development projects completed on time, with high quality but without total team burn-out, read this book by Gerald Weinberg. Read it yourself, then give copies to your software team, starting with their managers. It's highly recommended."
The former star programmer who now struggles with the challenges of management will find, in Weinberg, a mentor with decades of experience helping programmers, team leaders, and managers grow in the psychological and social dimensions of their professions. This book will probably make you think twice about some decisions you currently make by reflex. That alone makes it worth reading.
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. As the book 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. Numerous examples, diagrams, models, practice suggestions, and tools fortify the author's recommendations.
Very thought-provoking, with a lot of good concepts and models. If you wonder why you haven't been able to change your organization, Becoming a Change Artist is well worth reading. It 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, this book analyzes models of how change really happens, and how change artistry creates the environment for all other changes.
This book is a must-read for anyone facilitating change in a software organization. It 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.
Major topics in the book 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.
Change Done Well is the ninth volume in the highly acclaimed Quality Software series. In it, award-winning author, Gerald M. Weinberg, illustrates how to create a supportive environment for improving software engineering —an environment in which your organization can realize long-lasting gains in quality and productivity by learning how to manage change.
The book addresses how to create an environment conducive to implementing the software engineering culture described in the first books of the series. What is fascinating about Weinberg's approach to software development management is how his perspective encompasses such diverse sources as family therapy theories, personality type studies, and experiences drawn from half a century of consulting for software development organizations.
Jerry Weinberg has been called "the grandfather of Agile Programming." Like all grandfathers, he watches his descendants with close interest and tries to help them succeed in life. In this book, Jerry offers us his grandfatherly observations and advice for those readers who want to grow up to be successful Agilists.
Inside, he describes some of the history leading up to Agile and looks at the strengths and weaknesses of the key Agile principles. He's looking foward to evolving his impressions by using the feedback from active Agile readers. If you're using Agile, or thinking about using Agile in the future, Agile Impressions will give you much of the background you need to be successful.
Freshman Murders is the opening story in the Residue Class Mysteries. It's added to the Quality Software Bundle to illustrate many of its principles in action. The series is dedicated to the proposition that, when solving mysteries, as with developing quality software, there's no substitute for brains backed by courage. The detectives who solve these crimes are nerds–brilliant individuals whose social skills may not equal their skills in mathematics, computers, and science.
On the terrified campus of Hurlesburg U., Mathematics Professor and former NSA problem-solver Josh Rosemont, finds a young woman’s body in the woods. He is paralyzed by her resemblance to his murdered daughter. As the murders continue, he is enraged into action by an obstructive Dean. Teaming with his cop-turned-anthropologist wife, Carmela, and his four genius grad students, he sets out to prevent another murder.
Blending every skill and trick of their professions, Rosy's team hounds a twisted trail of false clues to uncloak the Dean’s sex scandal, decipher incriminating evidence in a billion-dollar swindle, and thwart the serial killer–a deranged student who believes raping and killing a potential suicide is not really murder.But did they catch the real killer?
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