- Paperback: 192 pages
- Publisher: Addison-Wesley Professional; 1 edition (April 4, 2002)
- Language: English
- ISBN-10: 0201775778
- ISBN-13: 978-0201775778
- Product Dimensions: 6.2 x 0.4 x 9.2 inches
- Shipping Weight: 11.4 ounces (View shipping rates and policies)
- Average Customer Review: 11 customer reviews
- Amazon Best Sellers Rank: #2,715,571 in Books (See Top 100 in Books)
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Making Process Improvement Work: A Concise Action Guide for Software Managers and Practitioners 1st Edition
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From the Back Cover
“This book hits the mark for three important issues:
I will definitely recommend it to my clients who are just beginning or are having trouble with their improvement program.”
—Norman Hammock, SEI Authorized Lead Assessor
“At last a common sense and business-oriented approach to process improvement. This book gives very practical instruction that is easy to apply. Your people will thank you for it.”
—Nancy K. M. Rees, Vice President and Chief Engineer, Xerox Corporation
“...gets right to the heart of process improvement with specific, concrete steps and excellent examples. It’s a book you can use today.”
—Dennis J. Frailey, Principal Fellow, Raytheon Company
“Too many organizations develop a checklist mentality targeted at achieving the next process maturity level or passing an audit...Neil and Mary remind us to focus on pragmatic mechanisms for achieving superior business results...”
—Karl Wiegers, Principal Consultant, Process Impact
Software process improvement too often reflects a significant disconnect between theory and practice. This book bridges the gap—offering a straightforward, systematic approach to planning, implementing, and monitoring a process improvement program. Project managers will appreciate the book’s concise presentation style and will be able to apply its practical ideas immediately to real-life challenges.
With examples based on the authors’ own extensive experience, this book shows how to define goals that directly address the needs of your organization, use improvement models appropriately, and devise a pragmatic action plan. In addition, it reveals valuable strategies for deploying organizational change, and delineates essential metrics for tracking your progress. Appendices provide examples of an action plan, a risk management plan, and a mini-assessment process.
You will learn how to:
For those managers who are tired of chronic project difficulties, constant new improvement schemes, and a lack of real progress, this easily digestible volume provides the real-world wisdom you need to realize positive change in your organization.
About the Author
Neil Potter is a co-founder of The Process Group, a company that consults in software engineering process improvement. He has been working in software development, software engineering, and process and project management since 1985. He is an SEI-authorized Lead Assessor.
Mary Sakry is a co-founder of The Process Group, a company that consults in software engineering process improvement. She has been working in software development, software engineering, and process and project management since 1976. She is an SEI-authorized Lead Assessor.
Top customer reviews
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* It is short and concise, which is refreshing. Nothing is more irritating than reading through a bunch of fluff. When that happens, I go into skim reading mode and possibly miss important points or the book isn't finished.
* The examples are very good, especially rewording of problems into goals and the compelling versus non-compelling goal examples. The how-to's are very good. I'm using some today. After reading this book, I plan to start using the risk management approach, especially the prioritization technique.
* Insights into different companies given in the examples are great for learning. Very few people in the industry have the background to credibly write a book containing this valuable information.
* The book answered my questions such as how do you vary the approach based on the size of an organization and what happens when you want to achieve a CMM certification and there are residual practices that don't match a business problem."
Terry Light, Senior Vice President and General Manager, Bradley Company
The book starts by showing how easy it is to get "lost in the trees" (and kill a bunch of them in the process) if you try to "do CMM" like most people do the first time around. The authors do a great job of showing how to keep the main thing (delivering better quality software) the main thing and avoid creating mountains of useless documentation.
I would recommend that anyone looking at achieving higher levels of maturity in CMM, SPICE, or ISO 9000 read this and take a reality check on their plans.
Xerox, Rochester NY
Wayne Yaddow, Consultant