201 Principles of Software Development by Alan M. Davis

By Alan M. Davis

This beneficial advisor gathers all of the rules of software program improvement essential to improve caliber and productiveness. Readers achieve knowing of software program engineering rules that is helping them enhance procedure it doesn't matter what form of improvement instruments they use. Examples all through illustrate improvement ideas in motion in real-life occasions.

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Extra resources for 201 Principles of Software Development

Sample text

The objective was to address the most common problem he had found in the plans: that activities were often missing. For example, the project’s costs might not be covered in the budget; key requirements might be omitted; and testing, maintenance, or field support might be left out. He addressed this problem by having each plan reviewed by representatives of all the key departments before that plan could be brought to him. This worked, and he no longer had to make a thorough personal review of every plan.

Chapter 2 describes the issues of managing organizations as they grow. It also discusses small businesses, bureaucracy, and the problems of managing and controlling a growing business. Chapter 3 gives an overview of knowledge work, how the knowledge-working teams of the future will work, and the issues those teams must address to be successful. Starting with Chapter 4, we describe how to change your organization to better utilize your knowledge-working people and to capitalize on the enormous potential opportunities of the knowledge-working economy.

42 CHAPTER 3 KNOWLEDGE WORK The fourth lesson from this example is that knowledge-working teams often know a great deal more about their jobs and how they should be done than their managers. As we will discuss in the next chapter, the key to managing knowledge work is to empower knowledge workers and enable them to participate as partners with management in controlling and directing their own work. Because these teams will then be thinking and acting more like owners than employees, they are likely to come up with creative solutions to problems when, often, their management might not even know these problems existed.

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