To produce high-quality software, we need high-quality, effective managers. Becoming such a manager is the subject of this third stand-alone volume in Gerald Weinberg's highly acclaimed series. To be effective, managers must act congruently. That is, managers must not only understand the concepts of good software engineering, but also practice them, which sounds easier than it is in practice. Standing in the way is a lot of emotional baggage that we all carry, the author asserts, and congruence is the way to cope with our emotional baggage. Congruence has the sense of "fitting" -- in this case simultaneously fitting your own needs, the needs of the other people involved, and the contextual needs . Examples, diagrams, and tools such as the Myers-Briggs indicator fortify the author's recommendations.
Language
English
Pages
360
Format
Hardcover
Publisher
Dorset House
Release
February 01, 1993
ISBN
0932633242
ISBN 13
9780932633248
Quality Software Management V 2 – First–Order Measurement
To produce high-quality software, we need high-quality, effective managers. Becoming such a manager is the subject of this third stand-alone volume in Gerald Weinberg's highly acclaimed series. To be effective, managers must act congruently. That is, managers must not only understand the concepts of good software engineering, but also practice them, which sounds easier than it is in practice. Standing in the way is a lot of emotional baggage that we all carry, the author asserts, and congruence is the way to cope with our emotional baggage. Congruence has the sense of "fitting" -- in this case simultaneously fitting your own needs, the needs of the other people involved, and the contextual needs . Examples, diagrams, and tools such as the Myers-Briggs indicator fortify the author's recommendations.