Quality Software Management: Systems Thinking

Overview

In this first volume of the Quality Software Management series, Gerald M. Weinberg tackles the first requirement for developing quality software: learning to think correctly — about problems, solutions, and quality itself.

Guidelines on management are introduced to stimulate the kind of thinking needed.

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Overview

In this first volume of the Quality Software Management series, Gerald M. Weinberg tackles the first requirement for developing quality software: learning to think correctly — about problems, solutions, and quality itself.

Guidelines on management are introduced to stimulate the kind of thinking needed.

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Editorial Reviews

Booknews
In the first of three volumes about quality, management, and productivity, Weinberg discusses software development organizations in terms of their culture, and he observes the patterns of their behavior. Organizations can be classified as one of six cultural patterns, ranging from Pattern One (obvious to the existence of software management) to Pattern Six (fully synchronized software development). He discusses the performance of each pattern and shows how companies can climb the ladder to higher quality. Annotation c. Book News, Inc., Portland, OR (booknews.com)
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Product Details

  • ISBN-13: 9780932633224
  • Publisher: Dorset House Publishing
  • Publication date: 9/1/1991
  • Edition description: 20%
  • Edition number: 1
  • Pages: 336
  • Product dimensions: 7.30 (w) x 10.30 (h) x 0.92 (d)

Table of Contents

Acknowledgments ..... xii
Preface ..... xiii
I Patterns of Quality
1 What Is Quality? Why Is It Important?
..... 3
1.1 A Tale of Software Quality ..... 3
1.2 The Relativity of Quality ..... 5
1.3 Quality Is Value to Some Person ..... 7
1.4 Precision Cribbage ..... 8
1.5 Why Improving Quality Is So Difficult ..... 9
1.6 Software Culture and Subcultures ..... 12
1.7 Helpful Hints and Suggestions ..... 13
1.8 Summary ...... 13
1.9 Practice ..... 14
2 Software Subcultures ..... 16
2.1 Applying Crosby's Ideas to Software ..... 16
2.2 Six Software Subcultural Patterns ..... 21
2.3 Pattern 0: Oblivious ..... 23
2.4 Pattern 1: Variable ..... 24
2.5 Pattern 2: Routine ..... 26
2.6 Pattern 3: Steering ..... 29
2.7 Pattern 4: Anticipating ..... 30
2.8 Pattern 5: Congruent ..... 30
2.9 Helpful Hints and Suggestions ..... 31
2.10 Summary ..... 31
2.11 Practice ..... 32
3 What Is Needed to Change Patterns? ..... 33
3.1 Changing Thought Patterns ..... 33
3.2 Using Models to Choose a Better Pattern ..... 36
3.3 Opening Patterns to Information ..... 43
3.4 Helpful Hints and Suggestions ..... 46
3.5 Summary ..... 47
3.6 Practice ..... 48
II Patterns of Managing
4 Control Patterns for Management
..... 53
4.1 Shooting at Moving Targets ..... 54
4.2 Aggregate Control Model...... 55
4.3 Patterns and Their Cybernetic Control Models..... 58
4.4 Engineering Management ..... 61
4.5 From Computer Science to Software Engineering ..... 66
4.6 Helpful Hints and Suggestions ..... 68
4.7 Summary ..... 69
4.8 Practice ..... 70
5 Making Explicit Management Models ..... 71
5.1 Why Things Go Awry ..... 71
5.2 Linear Models and Their Fallacies ..... 76
5.3 Diagram of Effects ..... 78
5.4 Developing a Diagram of Effects from the Output Backward ..... 80
5.5 Nonlinearity Is the Reason Things Go Awry ..... 83
5.6 Helpful Hints and Suggestions ..... 84
5.7 Summary ..... 86
5.8 Practice ..... 86
6 Feedback Effects ..... 88
6.1 The Humpty Dumpty Syndrome ..... 88
6.2 Runaway, Explosion, and Collapse ..... 89
6.3 Act Early, Act Small ..... 92
6.4 Negative Feedback-why Everything Doesn't Collapse ..... 94
6.5 Helpful Hints and Suggestions ..... 97
6.6 Summary ..... 98
6.7 Practice ..... 98
7 Steering Software ..... 100
7.1 Methodologies and Feedback Control ..... 101
7.3 It's Not the Event That Counts, It's Your Reaction to the Event ..... 111
7.4 Helpful Hints and Suggestions ..... 113
7.5 Summary ..... 113
7.6 Practice ..... 114
8 Failing to Steer ..... 115
8.1 I'm Just a Victim ..... 116
8.2 I Don't Want to Hear Any of That Negative Talk ..... 119
8.3 I Thought I Was Doing the Right Thing ..... 122
8.4 Helpful Hints and Suggestions ..... 124
8.5 Summary ..... 125
8.6 Practice ..... 125
III Demands That Stress Patterns
9 Why It's Always Hard to Steer
..... 129
9.1 Game of Control ..... 129
9.2 Size/Complexity Dynamic in Software Engineering ..... 135
9.3 Helpful Hints and Suggestions ..... 140
9.4 Summary ..... 141
9.5 Practice ..... 141
10 What Helps to Stay in Control ..... 143
10.1 Reasoning Graphically About the Size/Complexity Dynamic ..... 143
10.2 Comparing Patterns and Technologies ..... 148
10.3 Helpful Interactions ..... 153
10.4 Helpful Hints and Suggestions ..... 156
10.5 Summary ..... 157
10.6 Practice ..... 158
11 Responses to Customer Demands ..... 159
11.1 Customers Can Be Dangerous to Your Health ..... 159
11.2 The Cast of Outsiders ..... 164
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