This is the digital version of the printed book (Copyright (c) 1996).
Written in a remarkably clear style, Creating a Software Engineering Culture presents a comprehensive approach to improving the quality and effectiveness of the software development process.
In twenty chapters spread over six parts, Wiegers promotes the tactical changes required to support process improvement and high-quality software development. Throughout the text, Wiegers identifies scores of culture builders and culture killers, and he offers a wealth of references to resources for the software engineer, including seminars, conferences, publications, videos, and on-line information.
With case studies on process improvement and software metrics programs and an entire part on action planning (called "What to Do on Monday"), this practical book guides the reader in applying the concepts to real life.
Topics include software culture concepts, team behaviors, the five dimensions of a software project, recognizing achievements, optimizing customer involvement, the project champion model, tools for sharing the vision, requirements traceability matrices, the capability maturity model, action planning, testing, inspections, metrics-based project estimation, the cost of quality, and much more!
Principles from Part 1
- Never let your boss or your customer talk you into doing a bad job.
- People need to feel the work they do is appreciated.
- Ongoing education is every team member's responsibility.
- Customer involvement is the most critical factor in software quality.
- Your greatest challenge is sharing the vision of the final product with the customer.
- Continual improvement of your software development process is both possible and essential.
- Written software development procedures can help build a shared culture of best practices.
- Quality is the top priority; long-term productivity is a natural consequence of high quality.
- Strive to have a peer, rather than a customer, find a defect.
- A key to software quality is to iterate many times on all development steps except coding: Do this once.
- Managing bug reports and change requests is essential to controlling quality and maintenance.
- If you measure what you do, you can learn to do it better.
- You can't change everything at once. Identify those changes that will yield the greatest benefits, and begin to implement them next Monday.
- Do what makes sense; don't resort to dogma.
Autorentext
Karl E. Wiegers holds a doctorate in organic chemistry from the University of Illinois at Urbana-Champaign and is Principal Consultant with Process Impact, a software process consulting and education company located in the greater Portland community of Happy Valley, Oregon. He previously spent 18 years at Eastman Kodak Company, where he led efforts in software quality, measurement, and process improvement in small and large software groups. The author of numerous articles and books on software engineering and management, Karl's professional interests include requirements engineering, peer reviews, project management, and software process improvement.
Klappentext
This is the digital version of the printed book (Copyright © 1996).
Written in a remarkably clear style, Creating a Software Engineering Culture presents a comprehensive approach to improving the quality and effectiveness of the software development process.
In twenty chapters spread over six parts, Wiegers promotes the tactical changes required to support process improvement and high-quality software development. Throughout the text, Wiegers identifies scores of culture builders and culture killers, and he offers a wealth of references to resources for the software engineer, including seminars, conferences, publications, videos, and on-line information.
With case studies on process improvement and software metrics programs and an entire part on action planning (called "What to Do on Monday"), this practical book guides the reader in applying the concepts to real life.
Topics include software culture concepts, team behaviors, the five dimensions of a software project, recognizing achievements, optimizing customer involvement, the project champion model, tools for sharing the vision, requirements traceability matrices, the capability maturity model, action planning, testing, inspections, metrics-based project estimation, the cost of quality, and much more!
Principles from Part 1
- Never let your boss or your customer talk you into doing a bad job.
- People need to feel the work they do is appreciated.
- Ongoing education is every team member's responsibility.
- Customer involvement is the most critical factor in software quality.
- Your greatest challenge is sharing the vision of the final product with the customer.
- Continual improvement of your software development process is both possible and essential.
- Written software development procedures can help build a shared culture of best practices.
- Quality is the top priority; long-term productivity is a natural consequence of high quality.
- Strive to have a peer, rather than a customer, find a defect.
- A key to software quality is to iterate many times on all development steps except coding: Do this once.
- Managing bug reports and change requests is essential to controlling quality and maintenance.
- If you measure what you do, you can learn to do it better.
- You can't change everything at once. Identify those changes that will yield the greatest benefits, and begin to implement them next Monday.
- Do what makes sense; don't resort to dogma.
Inhalt
Figures and Tables xvii
Preface xix
Part 1: A Software Engineering Culture 1
Chapter 1: Software Culture Concepts 3
Culture Defined 3
Growing Your Own Culture 6
A Healthy Software Culture 8
A Less Healthy Software Culture 10
Organizational Options 12
The Management Challenge 15
Summary 18
Culture Builders and Killers 18
References and Further Reading 19
Chapter 2: Standing On Principle 23
Integrity and Intelligence: With Customers 24
Integrity and Intelligence: With Managers 27
The Five Dimensions of a Software Project 28
Summary 33
Culture Builders and Killers 34
References and Further Reading 34
Chapter 3: Recognizing Achievements Great and Small 35
The Importance of Being Visible 38
The Importance of Management Attitude 39
Rewards for a Job Well Done 40
Summary 41
Culture Builders and Killers 42
References and Further Reading 43
Chapter 4: So Much to Learn, So Little Time 45
What to Learn 47
Where to Learn 49
Summary 55
Culture Builders and Killers 55
References and Further Reading 56
Part II: In Search of Excellent Requirements 59
Chapter 5: Optimizing Customer Involvement 61
Software Requirements: The Foundation of Quality 62
The Need for Customer…