Change Done Well
Last updated on 2014-09-13
About the Book
Change Done Well is the ninth volume in the highly acclaimed Quality Software series. In it, renowned author, Gerald M. Weinberg, illustrates how to create a supportive environment for improving software engineering —an environment in which your organization can realize long-lasting gains in quality and productivity by learning how to manage change.
The history of software engineering is riddled with failed attempts to improve quality and productivity without first creating a supportive environment. Many managers spend their money on tools, methodologies, outsourcing, training, and application packages, but these managers rarely spend anything to improve the way in which these hoped-for improvements are adopted and used correctly.
From systems thinking to project management to technology transfer to the interaction of culture and process, Change Done Well analyzes transformation from a broad range of perspectives, providing a breadth of awareness essential for successful transformation to high-quality software creation.
Topics include:
• Starting Projects Correctly
• Sustaining Projects Correctly
• Terminating Projects Properly
• Building Faster By Building Smaller
• Protecting Information Assets
• Managing Design
• Introducing Technology
• The Diagram of Effects
• The Software Engineering Cultural Patterns
• The Satir Interaction Model
• Control Models
• The Three Observer Positions
• and much more
About the Author
Bundles that include this book
Table of Contents
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Change Done Well
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Chapter 1. Starting Projects Correctly
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1.1 Project Prerequisites
- 1.1.2 Congruence and risk analysis
- 1.1.3 Win/win negotiation
- 1.2.1 Phrases to listen for
- 1.2.2 Actions to take
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1.3 Guidelines
- 1.3.1 Phrases to listen for
- 1.3.2 Actions to take
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1.4 Resources
- 1.4.1 Phrases to listen for
- 1.4.2 Actions to take
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1.5 Accountability
- 1.5.1 Phrases to listen for
- 1.5.2 Actions to take
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1.6 Consequences
- 1.6.1 Phrases to listen for
- 1.6.2 Actions to take
- 1.6.3 The Hudson’s Bay Start
- 1.7 Helpful Hints and Suggestions
- 1.8 Summary
- 1.9 Practice
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1.1 Project Prerequisites
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Chapter 2. Sustaining Projects Correctly
- 2.1 The Waterfall Model
- 2.2 The Cascade Model
- 2.3 Iterative Enhancement
- 2.4 Reusable Code
- 2.5 Prototyping
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2.6 Replanning
- 2.6.1 New information
- 2.6.2 Slack
- 2.6.3 Mixing methodologies
- 2.7 Helpful Hints and Suggestions
- 2.8 Summary
- 2.9 Practice
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Chapter 3. Terminating Projects Properly
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3.1 Testing
- 3.1.1 Two kinds of testing
- 3.1.2 Phrases to listen for
- 3.1.3 Actions to take
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3.2 Testing versus Hacking
- 3.2.1 Loops in process diagrams: the Downfall Model
- 3.2.2 Unrolling loops
- 3.2.3 No loops
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3.3 Ways to Know When a Project Is Failing
- 3.3.1 Phrases to listen for
- 3.3.2 Actions to take
- 3.3.3 The earliest sign
- 3.3.4 The latest sign
- 3.3.5 Morale deterioration
- 3.4 Rebirthing a Project
- 3.5 Helpful Hints and Suggestions
- 3.6 Summary
- 3.7 Practice
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3.1 Testing
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Chapter 4. Building Faster By Building Smaller
- 4.1 What Does Smaller Mean?
- 4.2 Reduce the Scope of the Specification
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4.3 Eliminate The Worst Part
- 4.3.1 Error-prone modules
- 4.3.2 Effects of reduction on fault location time
- 4.3.3 Eliminate what hasn’t been finished
- 4.3.4 Eliminate the least valuable part
- 4.3.5 Deliver with faults
- 4.3.6 Deliver with features
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4.4 Eliminate As Early As Possible
- 4.4.1 Prepare people for the reduction
- 4.4.2 Extend the schedule
- 4.4.3 Be realistic and be courageous
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4.5 Manage Late-Arriving Requirements
- 4.5.1 Trading time for requirements
- 4.5.2 Making a business case
- 4.6 Helpful Hints and Suggestions
- 4.7 Summary
- 4.8 Practice
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Chapter 5. Protecting Information Assets
- 5.1 Code Libraries
- 5.2 Data Dictionaries
- 5.3 Standards
- 5.4 Designs
- 5.5 Test Libraries and Histories
- 5.6 Other Documents
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5.7 Improving Asset Protection
- 5.7.1 Measuring cost and value
- 5.7.2 Controlling the inputs
- 5.7.3 Controlling the outputs
- 5.7.4 Controlling the process
- 5.8 Helpful Hints and Suggestions
- 5.9 Summary
- 5.10 Practice
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Chapter 6. Managing Design
- 6.1 The Life Cycle of a Design Innovation
- 6.2 Design Dynamics
- 6.3 The Sir Edmund Hillary School
- 6.4 The Frank Lloyd Wright Syndrome
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6.5 The Ted Williams Theory
- 6.5.1 Do it right the first time
- 6.5.2 Don’t be greedy
- 6.5.3 Create slack
- 6.5.4 Keep it simple
- 6.6 Too Many Cooks
- 6.7 Oops!
- 6.8 Helpful Hints and Suggestions
- 6.9 Summary
- 6.10 Practice
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Chapter 7. Introducing Technology
- 7.1 Surveying the Tool Culture
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7.2 Technology and Culture
- 7.2.1 Oblivious (Pattern 0)
- 7.2.2 Variable (Pattern 1)
- 7.2.3 Routine (Pattern 2)
- 7.2.4 Steering (Pattern 3)
- 7.2.5 Anticipating (Pattern 4)
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7.3 The Laws of Technology Transfer
- 7.3.1 The First Law of Technology Transfer
- 7.3.2 Temperament and the Second Law of Technology Transfer
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7.4 From Crisis to Calm Configuration Control
- 7.4.1 Benefits
- 7.4.2 A simple test of configuration control
- 7.4.3 An old-fashioned configuration control system
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7.5 The Ten Commandments of Technology Transfer
- 7.5.1 Thou shalt have a plan to lead thee out of the wilderness
- 7.5.2 Thou shalt not worship thy plan.
- 7.5.3 Thou shalt ask for no person in vain.
- 7.5.4 Thou shalt not work seven days a week.
- 7.5.5 Thou shalt honor thy users and listen to them.
- 7.5.6 Thou shalt not kill support for change.
- 7.5.7 Thou shalt not adulterate the work.
- 7.5.8 Thou shalt not steal resources from the work.
- 7.5.9 Thou shalt not bear false witness against thy plan.
- 7.5.10 Thou shalt not covet thy neighbor’s optimal technology.
- 7.6 The Eleventh Commandment
- 7.7 Helpful Hints and Variations
- 7.8 Summary
- 7.9 Practice
- Epilogue
- Appendix A: The Diagram of Effects
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Appendix B: The Software Engineering Cultural Patterns
- Pattern 0. Oblivious Process
- Pattern 1: Variable Process
- Pattern 2: Routine Process
- Pattern 3: Steering Process
- Pattern 4: Anticipating Process
- Pattern 5: Congruent Process
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Appendix C. The Satir Interaction Model
- Intake.
- Meaning.
- Significance.
- Response.
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Appendix D. Control Models
- D.1. The Aggregate Control Model
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D.2. Cybernetic Control Models
- D.2.1 The system to be controlled (the focus of Patterns 0 and 1)
- D.2.2 The controller (the focus of Pattern 2)
- D.2.3 Feedback control (the focus of Pattern 3)
- Appendix E. The Three Observer Positions
- What Next?
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Chapter 1. Starting Projects Correctly
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