Join Amazon Prime and ship Two-Day for free and Overnight for $3.99. Already a member? Sign in.
|
|||||||||||||
Better Together
Customers Who Bought This Item Also Bought
Hard Drive: Bill Gates and the Making of the Microsoft Empire by James Wallace  (41)
$12.21
|
The Microsoft Way: The Real Story Of How The Company Outsmarts Its Competition by Randall E. Stross  (23)
$16.00
|
Gates: How Microsoft's Mogul Reinvented an Industry--and Made Himself the Richest Man in America by Stephen Manes  (21)
$24.95
|
The Mythical Man-Month: Essays on Software Engineering, Anniversary Edition (2nd Edition) by Frederick P. Brooks (125)
$32.80
|
Crossing the Chasm by Geoffrey A. Moore  (94)
$12.21
|
Editorial Reviews
Amazon.com
This is a "facts ma'am, nothing but the facts" examination of how Microsoft works, both internally, and in the marketplace. Unlike the raft of gossipy Bill-bios or sardonic and shrill pro- or anti-screeds, this book is focused clearly (if sometimes ploddingly) on one central question: the relationship between business strategies and software development. And, as Microsoft becomes increasingly focused on the Internet, it is essential reading not just for software companies, but for all Internet companies as well. Highly Recommended. --This text refers to an out of print or unavailable edition of this title.
From Publishers Weekly
The authors of this surprisingly candid report interviewed 38 Microsoft employees, including chairman and CEO Bill Gates, other top executives, middle managers and software developers, and they were also given access to internal documents and project data. They provide a detailed look at how the software giant develops new products, competes and strives to improve its operations. Seven key strategies central to Microsoft's approach are identified, among them: continually improve products incrementally, with direct input from customers during the development process; organize small teams of overlapping specialists who formally share tasks; aggressively target emerging mass markets. Microsoft has retained much of its loosely structured, small-team culture, and this study helps to explain how the company is able to do so while designing and manufacturing tremendously complicated products. Although some chapters are targeted to people familiar with personal computer software, this pragmatic handbook provides instructive lessons for firms and managers in many industries. Cusumano teaches management of technology at MIT; Selby teaches information and computer science at UC-Irvine. Author tour.
Copyright 1995 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
See all Editorial Reviews
This is a "facts ma'am, nothing but the facts" examination of how Microsoft works, both internally, and in the marketplace. Unlike the raft of gossipy Bill-bios or sardonic and shrill pro- or anti-screeds, this book is focused clearly (if sometimes ploddingly) on one central question: the relationship between business strategies and software development. And, as Microsoft becomes increasingly focused on the Internet, it is essential reading not just for software companies, but for all Internet companies as well. Highly Recommended. --This text refers to an out of print or unavailable edition of this title.
From Publishers Weekly
The authors of this surprisingly candid report interviewed 38 Microsoft employees, including chairman and CEO Bill Gates, other top executives, middle managers and software developers, and they were also given access to internal documents and project data. They provide a detailed look at how the software giant develops new products, competes and strives to improve its operations. Seven key strategies central to Microsoft's approach are identified, among them: continually improve products incrementally, with direct input from customers during the development process; organize small teams of overlapping specialists who formally share tasks; aggressively target emerging mass markets. Microsoft has retained much of its loosely structured, small-team culture, and this study helps to explain how the company is able to do so while designing and manufacturing tremendously complicated products. Although some chapters are targeted to people familiar with personal computer software, this pragmatic handbook provides instructive lessons for firms and managers in many industries. Cusumano teaches management of technology at MIT; Selby teaches information and computer science at UC-Irvine. Author tour.
Copyright 1995 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
See all Editorial Reviews
Product Details
|
