Reflections on management : how to manage your software projects, your teams, your boss, and yourself
“Whether you are in a startup or Fortune 500 company; are a developer, development manager, or CEO; use agile, lean, waterfall, or other methodology–if software and quality are important to you, you should read and pay attention to Watts’s reflections.” –Bill Ihrie, Former SVP & CTO, Intuit “You...
| Otros Autores: | , |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
[Place of publication not identified]
Addison Wesley
2010
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| Edición: | 1st edition |
| Colección: | The SEI series in software engineering Reflections on management
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| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009629220806719 |
Tabla de Contenidos:
- Cover
- Contents
- Preface
- Prologue
- About the Authors
- PART I: MANAGING YOUR PROJECTS
- Chapter 1 Committing to High Quality
- 1.1 The Software Quality Challenge
- 1.2 What Is Software Quality?
- 1.3 Defects Are Not "Bugs"
- 1.4 Quality Is a Journey That Never Ends
- 1.5 Start by Defining Your Goal
- Sources
- Chapter 2 Planning for High-Quality Projects
- 2.1 The Hardest Time to Make a Plan Is When You Need It Most
- 2.2 Make Two Kinds of Plans: Period and Product
- 2.3 Make Product Plans for Every Major Task
- 2.4 Review Detailed Plans with Your Management
- 2.5 Everyone Loses with Incompetent Planning
- 2.6 Plans Must Meet Five Basic Requirements
- 2.7 When You Can't Plan Accurately, Plan Often
- 2.8 Plans Must Be Maintained
- Sources
- PART II: MANAGING YOUR TEAMS
- Chapter 3 Elements of Effective Teams
- 3.1 Teams Commit to Common Goals
- 3.2 Teams Can Perform Better Than Individuals Do Alone
- 3.3 Teams Often Face Seven Common Problems
- 3.4 Four Reasons That Teams Fail
- 3.5 The Jelled Team
- 3.6 Four Things Effective Teams Need
- 3.7 Teams Develop Over Time
- 3.8 Three Elements of Team Communication
- 3.9 Forming-Storming-Norming-Performing
- 3.10 The Best Kind of Group
- 3.11 Teams Adopt Various Working Styles
- 3.12 Properties of Self-Directed Teams
- Sources
- Chapter 4 Being an Effective Team Member
- 4.1 Good Team Members Do Whatever Is Needed
- 4.2 Commitment Is an Ethic That Must Be Learned
- 4.3 A Goal Is Something You Want to Achieve
- 4.4 Every New Idea Starts as a Minority of One
- 4.5 All Team Members Should Contribute What They Know
- 4.6 Team-Building Requires Active Involvement of All Team Members
- 4.7 Good Negotiators Have an Effective Strategy
- 4.8 One Non-Participant Will Reduce Everyone's Performance
- 4.9 Ask for Help and Offer Yours
- Sources.
- Chapter 5 Leading and Coaching Your Teams
- 5.1 Leadership Makes the Greatest Difference
- 5.2 The Three Principal Motivators Are Fear, Greed, and Commitment
- 5.3 Making and Sustaining Commitments
- 5.4 Create a Sense of Urgency with Short-Term Goals
- 5.5 Involve the Entire Team When Selecting New Team Members
- 5.6 The Power of Coaching
- 5.7 Techniques for Getting All Team Members Involved
- 5.8 Put Teams to Work During the Storming Phase
- 5.9 Building the Management Team
- 5.10 The Essence of Rational Management
- Sources
- PART III: MANAGING YOUR BOSS
- Chapter 6 Negotiating Your Projects and Defending Your Plans
- 6.1 Projects Get into Trouble at the Very Beginning
- 6.2 Keep Your Team Focused on Top Priorities
- 6.3 Always Make a Plan before Making Any Commitments
- 6.4 Teach Your Manager to Negotiate With You
- 6.5 Lean Really Is Mean
- 6.6 What to Do When a Project Is Doomed
- 6.7 Autocratic Bosses Demotivate Workers and Diminish Performance
- 6.8 Is Your Environment Autocratic?
- 6.9 Building a Case for Process Improvement
- 6.10 Making the Strategic Case for Process Improvement
- 6.11 Making the Tactical Case for Process Improvement
- 6.12 What Management Expects from a Team Leader
- Sources
- PART IV: MANAGING YOURSELF
- Chapter 7 Taking Control of Your Work
- 7.1 A Defined Process Will Help You Improve
- 7.2 Be Your Own Boss, and Don't Be a Victim
- 7.3 How to Improve the Quality of Your Work
- 7.4 The 18-Hour Work Week
- 7.5 Fight Phantom Issues in High-Pressure Projects
- 7.6 Support Staff Can Help You
- 7.7 The Logic of Time Management
- 7.8 Being Responsible Is about Ownership and Attitude
- 7.9 Delay Is Almost Always the Worst Alternative
- 7.10 Being Committed Is a State of Mind
- 7.11 Manage Commitments So You Don't Forget Any or Run Out of Time
- 7.12 What Do You Want From Life?.
- 7.13 Devote Yourself to Excellence
- Sources
- Chapter 8 Learning to Lead
- 8.1 How You Behave Affects Your Team
- 8.2 Leaders Set an Example for Their Teams
- 8.3 Learn to Avoid the Symptoms of Poor Leadership
- 8.4 Leadership Must Be Earned
- 8.5 Strive to Be a Transformational Leader
- 8.6 Leaders Are Made by Their Circumstances
- 8.7 Leading from Below
- Sources
- Epilogue: Software Engineers Are the Pioneers of Knowledge Work
- Appendix: PSP, TSP, and CMMI
- The Personal Software Process (PSP)
- The Team Software Process (TSP)
- CMM and CMMI
- Bibliography
- Index.
