Amplifying Your Effectiveness: Collected Essays

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Overview

Gerald M. Weinberg, James Bach, Naomi Karten, and a group of successful software consultants present powerful ideas on how software engineers and managers can amplify their professional effectiveness — as individuals, as members of teams, and as members of organizations.

The collected essays address diverse topics in personal empowerment, interpersonal interaction, mastering projects, and changing the organization.

Contributors include James Bach, Marie Benesh, Rick Brenner, Esther Derby, Kevin Fjelsted, Don Gray, Naomi Karten, Bob King, Pat Medvick, Brian Pioreck, Ken Roberts, Sharon Marsh Roberts, Johanna Rothman, ...

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More About This Book

Overview

Gerald M. Weinberg, James Bach, Naomi Karten, and a group of successful software consultants present powerful ideas on how software engineers and managers can amplify their professional effectiveness — as individuals, as members of teams, and as members of organizations.

The collected essays address diverse topics in personal empowerment, interpersonal interaction, mastering projects, and changing the organization.

Contributors include James Bach, Marie Benesh, Rick Brenner, Esther Derby, Kevin Fjelsted, Don Gray, Naomi Karten, Bob King, Pat Medvick, Brian Pioreck, Ken Roberts, Sharon Marsh Roberts, Johanna Rothman, Steve Smith, Eileen Strider, Gerald M. Weinberg, and Becky Winant.

The idea for this collection arose out of a brainstorming session for the Amplifying Your Effectiveness Conference (AYE), which debuts on November 6-8, 2000, in Scottsdale, Arizona. Like the book, the conference is designed to help technical people become more effective individually, within a team, and within an organization. The contributing authors serve as hosts of the AYE Conference. For information, visit www.ayeconference.com.

The variety of techniques and perspectives represented in the book will help you amplify your effectiveness — whether or not you're able to attend the live event.

Editorial Reviews

Booknews
Successful software consultants present powerful ideas on how software engineers and managers can be more effective as individuals, members of teams, and members of organizations. They address diverse topics in personal empowerment, interpersonal interaction, mastering projects, and changing the organization. Some subjects are crunch projects, dealing with irate customers, recognizing runaway projects, and creating a process for developing useful scientific software. Weinberg is a lecturer and consultant. Annotation c. Book News, Inc., Portland, OR (booknews.com)

Product Details

  • ISBN-13: 9780932633477
  • Publisher: Dorset House Publishing
  • Publication date: 1/28/2000
  • Pages: 160
  • Product dimensions: 5.50 (w) x 8.44 (h) x 0.45 (d)

Read an Excerpt

Introduction

Although "organizational change" is a comforting executive concept, Virginia Satir, the great family therapist, was fond of reminding us that "change happens one person at a time." As the essays in Part One demonstrate, there is no organizational change without individual change, no organizational effectiveness without individual effectiveness.

A recurring dream of technical workers is to have the opportunity to work in perfect isolation. For better or worse, though, the vast majority of technical work puts us in relationships with other people. So, as Part Two reveals, if we are to amplify our effectiveness, we must learn how to amplify the effectiveness of our interpersonal interactions.

Projects are team efforts aimed at bringing something new into the world, which makes them sensitive measures of our individual and team effectiveness. To paraphrase an ancient Chinese proverb, managing a large project is like boiling a small fish -- a delicate job. The essays in Part Three explore a master's techniques.

Once we have succeeded in demonstrating our effectiveness by successfully completing a project or two, our aspirations naturally turn to helping others do the same. But change is not the simple linear process that we might hope for, as the essays in Part Four illustrate.

Table of Contents

Part One: Empowering the Individual

The Role of Testing
James Bach

A Brief History of the Accessibility of Computers by Blind People
Kevin Fjelsted Solving Other People's Problems
Don Gray

The Perils of Parallel Projects
Johanna Rothman

Do I Want to Take This Crunch Project?
Sharon Marsh Roberts and Ken Roberts

Part Two: Improving Interpersonal Interactions

Life as a Software Architect
Bob King

Step One in Building Strong Business Relationships
Naomi Karten

Congruent Interviewing by Audition
Gerald M. Weinberg

Maneuvers to Disable a Team
Becky Winant

How to Deal with Irate Customers
Naomi Karten

Part Three: Mastering Projects

Ten Project Haiku
Rick Brenner

It's Just the First Slip
Johanna Rothman

Quality Begins at Home
Brian Pioreck

Managing Your ERP: How to Avoid Common Pitfalls of Implementation
Marie Benesh

Recognizing Runaway Projects
Eileen Strider

Part Four: Changing the Organization

The Satir Change Model
Steven M. Smith

Modeling Organizational Change
Esther Derby

How to Create a Process for Developing Useful Scientific Software
Patricia Medvick

Good Practice Hunting
James Bach

Introduction

Gerald M. Weinberg Introduces the Four Parts:

Although "organizational change" is a comforting executive concept, Virginia Satir, the great family therapist, was fond of reminding us that "change happens one person at a time." As the essays in Part One demonstrate, there is no organizational change without individual change, no organizational effectiveness without individual effectiveness.

A recurring dream of technical workers is to have the opportunity to work in perfect isolation. For better or worse, though, the vast majority of technical work puts us in relationships with other people. So, as Part Two reveals, if we are to amplify our effectiveness, we must learn how to amplify the effectiveness of our interpersonal interactions.

Projects are team efforts aimed at bringing something new into the world, which makes them sensitive measures of our individual and team effectiveness. To paraphrase an ancient Chinese proverb, managing a large project is like boiling a small fish -- a delicate job. The essays in Part Three explore a master's techniques.

Once we have succeeded in demonstrating our effectiveness by successfully completing a project or two, our aspirations naturally turn to helping others do the same. But change is not the simple linear process that we might hope for, as the essays in Part Four illustrate.

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