leadership
Better Software Magazine Articles
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Should a Manager Know a Language? Knowing C++ or Java can make a manager's job easier. But what about being an expert in spoken language? It's essential to be competent in the use of daily language when you are making the transition to management. Technical Editor Esther Derby gives advice on improving your language, including a warning about the dangers of using absolutes and of leaving out details in conversation. |
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Managing in Mayberry: An Examination of Three Distinct Leadership Styles The assumptions you make about the people you manage can shape your management style. Here's a detailed look at three distinct styles of management and how they apply to your software projects. |
Dan Starr
June 26, 2002 |
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Building a Learning QA Organization As managers, we're stewards of our company's assets. Each team's capacity to learn-and rate of learning-should be treated as something to be developed, just like coding skills and other intangible corporate assets. Like many software teams, the QA team needs to be able to ramp up fast. However, due to the diversity of projects and customers, they need to know and grow even faster than most. Bill Goleman shares tricks of the learning trade and shows managers how to enhance team learning skills at little or no cost to the company. |
Bill Goleman, Mangosoft, Inc.
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Software Improvement Feedback Loops: How to Develop a Learning Organization Over the past twenty-five years, the Software Engineering Laboratory (SEL) at NASA/GSFC has studied mechanisms for improving the software process and product. During this time, a set of processes has evolved: the Goal/Question/Metric Paradigm; the Quality Improvement Paradigm; and the Experience Factory Organization. These processes are based on the needs for measurement and feedback loops, from project to process and project to project, creating a learning organization for building software competencies. In this presentation, Victor Basili discusses these processes, how they evolved, the lessons learned, and the effects of their application in the SEL. |
Victor Basili, Software Engineering Laboratory
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The Software Organization as a Complex Adaptive System We are living and working in the "knowledge rea" where business, technological, and organizational changes cannot be predicted or foreseen. One minute you are on top; the next minute, you are obsolete. For a software organization to sustain itself over time, it must act as a Complex Adaptive system (CAS) and operate on the edge of Chaos (EOC) as a learning organization that is continuously learning and co-evolving. Gain insight into how to become a sustainable software organization in a rapidly changing environment. |
Nir Merry, Applied Materials and Dr. John Bruckman, Change Management Group
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Successful Project Management in the Face of Shifting People and Teams The best project managers know to superbly manage the subtleties of risks, employee turnover, personality clashes, shifting priorities, and other unexpected events. And they know how to motivate even mediocre employees to produce exceptional results. The biggest challenge is facing the fact that no project proceeds predictably and according to plan. Learn practical day-to-day techniques you can use to achieve extraordinary project success in spite of seemingly insurmountable setbacks. |
Angela Gilchrist, CyberOptics Corporation
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