- Taschenbuch: 250 Seiten
- Verlag: Addison-Wesley Professional; Auflage: 01 (20. Dezember 2001)
- Sprache: Englisch
- ISBN-10: 0201776391
- ISBN-13: 978-0201776393
- Größe und/oder Gewicht: 16 x 1,4 x 23,4 cm
- Durchschnittliche Kundenbewertung: Schreiben Sie die erste Bewertung
- Amazon Bestseller-Rang: Nr. 577.180 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)
- Komplettes Inhaltsverzeichnis ansehen
Winning with Software: An Executive Strategy (SEI Series in Software Engineering (Paperback)) (Englisch) Taschenbuch – 20. Dezember 2001
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"The logical approach, the high level of explanations, and the application of real-life experiences make this book not only credible but easily understood."
In Winning With Software, the world's leading expert in software process improvement turns his attention to executives, demonstrating how to transform software development into a powerful competitive advantage -- and revealing the risks of inaction. Watts Humphrey begins by illuminating the central role of software development in virtually every organization -- technical and non-technical alike. He helps executives understand the "operational profile" of their current software development organizations; explains why software projects fail; demonstrates the bottom-line advantages of software quality; and more. Humphrey shows how to set realistic quality goals; explains how to change engineering behavior that leads to suboptimal results; and demonstrates how to build motivated teams. The book concludes with detailed primers on the Personal Software Process (PSP ) and Team Software Process (TSP ), Humphrey's breakthrough solutions for making software quality improvement succeed over the long haul. For all CxO-level executives, line-of-business managers, and IT managers.Alle Produktbeschreibungen
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The case that is made in the book remains focused on business. More importantly, it shows how to apply productivity accounting and quality techniques defined in both the PSP and TSP can introduce controls to software development.
What I like about the book is Humphrey's complete change of tone from his previous books, which were written for technical professionals, to appeal to business executives. He addresses all of the key points: why projects fail and how to prevent the failures, the need for leadership instead of mere management, and the importance of not only building a team approach, but in changing the culture in the development organization. These are points that business managers understand in practice, and it shows that development can be a controlled process much like manufacturing or service processes that are likely to be the company's core business. They also dispell the fallacy that software development is different.
Although the book stays focused on business aspects, Humphrey does drift off into technical territory at times, sometimes to the point of risking the attention of the business reader. He also misses an opportunity to show how PSP and TSP are natural fits into organizations that are using Extreme Programming, which would have given the business audience some leverage when dealing with their technical counterparts. However, that is probably beyond the scope of the book.
If you want to trace the evolution of PSP and TSP it's documented in the author's earlier books: Managing the Software Process (1989), A Discipline for Software Engineering [and one of the best in my opinion for its completeness and approach] (1995), Introduction to the Personal Software Process (1996), and Introduction to the Team Software Process (1999). If you are exploring either the PSP or TSP with a goal of building a business case this book is ideal. Also note that there are open source tools developed by the Process Dashboard Initiative and distributed at no cost that will greatly aid in implementing the recommendations that are made in this book.
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