Software Change Management Case Studies and Practical Advice
Why is it so difficult to change organizations? What does it really take to make "process improvement" yield measurable results? For more than 30 years, Donald Riefer has been guiding software teams through the technical, organizational, and people issues that must be managed in order to...
| Autor principal: | |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Sebastopol :
Microsoft Press
2011.
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| Edición: | 1st edition |
| Colección: | Developer Best Practices
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| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009628225706719 |
Tabla de Contenidos:
- Cover; Copyright Page; Contents at a Glance; Table of Contents; Foreword; Introduction; Who Should Read This Book; Who Should Not Read This Book; Organization of This Book; Online Companion Content; Acknowledgments; Errata & Book Support; We Want to Hear from You; Stay in Touch; Chapter 1: Getting Started; Goals and scope; Organization; Project; Process; Product; People; Change agents and their role; Making a difference; Why is it so difficult to change organizations?; Questions to be answered; Summary; References; Web resources
- Chapter 2: Industrial Case: Organizational Change in a Large Information Technology ShopSetting the stage; Organization; Project; Process; Product; People; Options, recommendations, and reactions; Outcomes and lessons learned; Summary; References; Web resources; Chapter 3: Industrial Case: Justifying a Process Improvement Program for a Large Bank; Setting the stage; Organization; Project; Process; Product; People; Accelerating productivity; Options, recommendations, and reactions; Outcomes and lessons learned; Summary; References; Web resources
- Chapter 4: Industrial Case: Moving to Commercial Off-the-Shelf and Open-Source Software Usage in TelecommunicationsSetting the stage; Organization; Project; Process; Product; People; Options, recommendations, and reactions; Outcomes and lessons learned; Summary; References; Web resources; Chapter 5: Industrial Case: Small Defense Project Needs Help; Setting the stage; Organization; Project; Process; Product; People; Options, recommendations, and reactions; Outcomes and lessons learned; Summary; References; Web resources; Chapter 6: Industrial Case: Utility Moving to the Clouds
- Setting the stageOrganization; Project; Process; Product; People; Options, recommendations, and reactions; Outcomes and lessons learned; Summary; References; Web resources; Chapter 7: Industrial Case: Adoption of Agile Methods; Setting the stage; Organization; Project; Process; Product; People; Options, recommendations, and reactions; Outcomes and lessons learned; Summary; References; Web resources; Chapter 8: Government Case: Large Defense Project Behind Schedule and Over Budget; Setting the stage; Organization; Project; Process; Product; People; Options, recommendations, and reactions
- Outcomes and lessons learnedSummary; References; Web resources; Chapter 9: Government Case: Introducing New Technology; Setting the stage; Organization; Project; Process; Product; People; Options, recommendations, and reactions; Outcomes and lessons learned; Summary; References; Web resources; Chapter 10: Government Case: Maintenance Shop in Turmoil; Setting the stage; Organization; Project; Process; Product; People; Options, recommendations, and reactions; Outcomes and lessons learned; Summary; References; Web resources
- Chapter 11: Academic Case: Establishing a Meaningful Collaboration with Industry
