Index of

Quality Software Management:
Vol. 4: Anticipating Change

by Gerald M. Weinberg

ISBN: 0-932633-32-3  
©1997  504 pages   hardcover  
$50.95 (includes $6.00 for U.S. shipping by UPS)

Subject(s): Software Management, Software Quality & Productivity

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Addition, principle of, 98-100

Aggregate Control Model, 444-45, 446

Anticipating (Pattern 4) culture, 48-49, 175, 442

change and, xxii-xxiii, 48-49, 105, 143, 192, 231

design and, 395, 402

documentation and, 382

management of, 186, 192, 316, 327, 374

requirements process of, 258-59, 261ff. 271, 361

Satir Change Model and, 30, 48-49

testing in, 336, 349, 414

tool use, 409, 412-13

Anticipation, 48, 195-96, 316, 348, 359

Blaming behavior, 81, 82, 113, 139, 215, 253, 254, 255, 307-8, 356, 449, 450

BrooksÕs Law, 243, 302, 303, 356, 414

Capability Maturity Model (CMM), 116, 227, 232, 300

Cascade Model, 317-19, 326, 339-40

Change, 7ff., 20ff., 42-45, 59-60, 64, 65-66, 70ff., 90-91, 141ff., 195, 246, 419-20, 421

control, 266, 303, 385

cost of, 77, 180, 419-20

failure of, 3, 49, 430-31

foreign element and, 22-24, 37ff., 47

meta-change, 20, 47-48

power and, 193, 430

processes, 5, 64, 111, 193, 246

in relationships, 91-93

responses to, 17, 19, 37-54, 58-61, 144, 273, 420-21, 423

temperament and, 60-61

timing of, 42-45

Change artistry, 55, 57-69, 78-80, 81, 86-104, 107

challenges for, 55ff., 86-104

debt, 78-80, 82

MOI Model of, 78-79, 93-94

planning and, 107ff., 150-74

principles, 65, 81

Change artists, xxii, 55, 57ff., 66, 86-104, 141, 419, 431

communication skills for, 95-97

emotional information and, 58, 153, 158, 169

quiz for, 429-31

Change models, 1, 3-18, 19-36, 48, 65-66, 149

Cleanroom engineering, 207, 262, 316, 403

Code, control of, 374, 376, 382-85, 392ff.

See also Information assets

Configuration control, 95, 103, 139, 207, 288, 289, 303, 368, 383-84, 415-18, 424

benefits of, 415-16

black box game and, 379

code library and, 417-18

design and, 379-80

project negotiations and, 303

requirements process and, 287, 303

standards and, 379

test of, 385-86, 416-17

testing and, 381-82

violation of, 374-75

Congruence, 158-59, 188, 240, 283, 299, 311

Congruent (Pattern 5) culture, 144, 175, 238, 443

Consultants, 8, 102, 117, 128, 202, 232, 251

Control models, 444-48

Cost drivers, 197-200

Culture, 73, 105, 139, 175, 180, 193, 229-44, 246, 320, 437-43

See also Blaming behavior; Patterns of culture

change and, 105, 143-44, 205, 246, 253-55, 407ff.

creation of, 237-38, 239

culture-picture test of, 232, 241, 244

fault location and, 234-35, 320

Five Freedoms of, 139-40

improvement, 214, 229, 233, 237-38, 239

management and, 71-72, 186-87, 205, 209, 214, 233-34, 237-38, 239, 253, 254, 301

risk and, 137ff.

subcultures of, 238

technology and, 139, 408, 409-13

theory-in-use and, 74-75

Culture/Process Principle, 230-31, 234-35

Curve of best practice, 136, 178, 277

Customers

See also Negotiation

communication with, 61-62, 241, 361

design and, 234-35, 237

in planning process, 112ff., 160

quality and, 438, 439, 443

satisfaction, 61-62, 113, 129-30, 159, 160, 235, 301, 323, 438, 443

Cybernetic Control Model, 184, 195-96, 216, 236, 444, 445-46

Cybernetics, 195ff., 445

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Design, 208, 390-406

as asset, 374, 379-80, 390

benefits of, 393ff.

change plan as, 151

complexity, 203-4, 208, 380, 391, 398-401, 403

configuration management and, 379-80

customer impact on, 234-35, 237

debt, 76, 129-30, 204, 391-92

enhancement of, 319-20

failure, 380, 392, 402, 430

integrity, 202, 203-4, 208, 380, 381, 398

maintenance debt, 76-78, 115, 395

management, 390-406 quality, 379-80

requirements and, 265, 293, 301, 319-20

reuse, 398

slack within, 400

teamwork, 401-2

technology, 396, 397

yime allowance for, 394ff.

visibility, 218-20

Data dictionaries, 374, 376-78, 386

Diagram of effects, 14, 65, 129-30, 163ff., 176, 433-35

Diffusion Model, 3, 4-5, 6ff., 35

Downfall Model, 340-41

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Engineering, see Software engineering

Error-prone modules, 359-60, 368

Fault feedback ratio (FFR), 215, 398-99

Faults, 189, 234-35, 278, 338, 356ff., 366, 392ff., 413-14

configuration control and, 414, 415

customers and, 234-35, 342, 361-62

design and, 392ff.

in error-prone modules, 359-60, 368

estimates of, 342-43

priority order of, 361-62, 368

ship-and-fix, 235

system size and, 356-58, 366

Feedback, 45-47, 131-32, 169-71, 356

control, 184-85, 187

Control Model, 184, 202, 444, 445-48

process control with, 195-96

product structure and, 205

stabilizing, 164, 169, 176, 216

Force field analysis, 11-12, 14, 17

Foreign elements, 22ff., 37ff., 47, 59, 64, 277, 382, 355

feedback mechanisms and, 45ff.

rejection of, 38-39, 62, 82

Zone Theory and, 42ff.

Hacking, 171, 322, 328, 339-41, 348, 416

Helpful Model, 368, 423, 467

Hole-in-the-Floor Model, 3, 5-9, 15, 28, 35

HudsonÕs Bay Start, 309

Information, 107-26

assets, 373-89

change artists and, 58, 78-79

emotional, 38, 45, 153, 169, 253

failures, 202ff., 211

gathering, 110, 112-21, 153

hiding, 379

meta-planning and, 107-26

MOI Model and, 78-79, 94

quality of, 112ff., 115, 117-18, 122-23

variance estimates, 119

vendor-supplied, 115

Interaction Model, 65-66, 436

Intervention models, 151

Learning Curve Model, 3, 13-14, 15, 19, 28, 35, 48-49

Maintenance, 75-78, 225, 279-80, 329, 381-82, 393ff.

Management, v, xxiff., 61ff., 75, 80, 117, 128-31, 175, 182-88, 201-2, 210, 233-34, 264, 345ff., 373, 384, 386

action, failures of, 22, 201, 202, 208-9

as cost driver, 199-200

culture and, 71-72, 186-87, 205, 209, 214, 233-34, 237-38, 239, 253, 254, 301

of design, 390-406

evaluation of self, 330-31

of foreign elements, 24, 38ff., 64

of human resources, 303-4, 421, 423

levels of, 184, 185-88, 235ff.

measurement and, 72, 73, 115, 118, 202, 221-23

motivation and, 9ff., 17, 291, 347-48, 363

power and, 71-72, 187-88, 193, 209, 233

of process, 203, 205, 235-39, 243, 251-52, 290-92, 320

prototyping and, 324

quality, attitude toward, 437ff.

requirements and, 223, 264, 283, 290-92, 324, 359

reviews, 307-9

status reports, 141, 164

strategic planning and, 114, 116-17

training, 116, 123, 141

trust and, 81, 140-41, 220, 221, 222, 311-12

Managers, 1, 70, 74, 175, 191-92, 239, 345, 448

abusiveness, 251-52, 253, 302

negotiation skills of, 121-22, 310

rules for, 81, 144

Measurement, 73, 131, 161, 203, 217-18, 345, 422

of customer satisfaction, 113-14

of effort, 329-30

libraries, 375

of lines of code (LOC), 223, 255-56

management and, 72, 73, 115, 118, 202, 221-23

process improvement and, 217-18, 255-57, 342

at process level, 246

system stability and, 117-18, 202, 203, 207

time accounting, 329-30

Meta-change, 20, 47-48

Meta-planning, 107-26, 127-49

Millionaire Test, 214-15

MOI Model, 65, 78-79, 93-94, 167-68

Motivational Model, see Newtonian Model

Myers-Briggs Type Indicator (MBTI), 66, 68, 451-52, 454-55

Negotiation, 64, 299-301, 307, 310

of requirements, 237, 280, 282-85, 296, 299-301, 361, 366-68, 369

skills of, 121-22, 310

win/win, 299-300

Newtonian Model, 3, 9-12, 15, 28, 35

NF Catalyst, 60, 122, 415, 452, 453

NT Visionary, 60, 61, 122, 414-15, 452, 453

change artist distribution, 61, 78-79, 141

complexity, 132-34, 191

failure orientation, 72-73

growth, 131-36, 144-45

MOI Model and, 78-79, 94

planning and, 105ff., 114, 134

size, 131ff., 134, 369

trust and, 127, 140-41

Patterns of culture, 105, 139, 175, 231, 437-43

change and, 105, 143-44, 265, 273

measurement and, 73

technology and, 409-13

Planning, 105ff., 114, 116, 122, 134, 136-40, 150-74, 299, 315, 346

See also Meta-planning; Strategic planning; Tactical planning

backward, 153-55

customer involvement in, 112ff.

feedback and, 169-71

goals, 150, 152, 155-58, 159-63

loops and, 344

methodologies and, 315-16

models for, 154, 165-69

open-ended, 150, 152-53, 156, 159, 169ff.

prioritizing process for, 120

requirements and, 286, 326

revisions, 155ff., 169-71, 324-28

sessions, 115, 118, 121-22, 128, 150

slack and, 326-27

software engineers and, 175-92

tests for, 154-55, 160-63, 170-71

tools for, 134-35, 169

vendor involvement in, 120-21, 142

PLASTIC Model, 165-67, 293

Process

See also Requirements process

actual, 246, 247-48

culture and, 193, 229-44, 246

deterioration, 75

documentation, 247-48, 271

history, 101-2, 375

for idea generation, 64

introduction of, 142-43

loops, 339ff.

management of, 203, 235-39, 243

principles, 213-28, 230, 286

random, 214-15

resistance to, 209-10

for reuse, 320

standard task unit of, 316, 324

testing, 207, 336ff.

variation reduction in, 249-50

visions, 108ff., 235-37, 246, 247, 319

Process improvement, 214-15, 233, 245-60

chicken-wire factor, 246, 247

cost of, 255-57

lessons of, 252-55

productivity and, 255-56

test of, 215, 250

Process models, 206, 213-14, 237, 243-44, 246, 316-19, 326, 340, 344, 348

Cascade Model, 317-319, 326, 339-40

vs. processes, 237, 246, 247

of requirements, 265-68

towel example, 243-44

Product development, 107ff., 202, 359ff.

visibility, 203, 207

Product Principle, 223-25

Productivity, 161, 188-89, 255-56, 291, 304, 363, 408-9

Project, 10, 97-98, 247ff., 256-57, 279, 297-314, 315-34, 346, 349

See also Planning; Reviews; Schedules

accountability, 305-7

estimation, 310-11, 341-42

failure, 202-4, 297, 307, 344-48, 359

guidelines, 302-3

HudsonÕs Bay Start for, 309

management, 335, 346-47, 359

meetings, 88-89, 90-91, 94, 102, 135

morale, 348-49, 363

negotiation, 64, 297, 299-300, 307, 310

prerequisites, 297-300

rebirthing, 348-49

resources for, 134, 165-68, 303-4

size, 355-72

slippage, 335-36, 364-65

termination, 335-54

time reports, 305-7, 329-30

visibility, 219-21, 256

Prototyping, 171, 269, 322-24, 326, 334, 361

Public Project Progress Poster (PPPP), 46, 103, 118, 382, 458

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Quality, 131-32, 161, 256, 358

cost of, 178, 189, 256

culture and, 232-33, 438ff.

as goal statement, 161

management attitude toward, 438ff.

measurement, 440, 441, 442, 443

obstacles to, 79-80, 276

requirements process and, 263, 264, 276

schedule and, 343, 346, 348

trade-off with economy, 176, 177, 189, 277

QUEST Team, 63-64, 139

Requirements, 223, 261-84, 286-92, 368, 374

See also Requirements process

classification of, 290-91

control of, 276, 280-85, 286, 288-92

cost of, 264, 265, 276, 277-80, 289, 293, 366, 367

customers and, 237, 261, 264, 265, 267, 270, 272, 278-79, 283, 291, 358-59, 361

enhancement of, 319-20, 326

fixed, assumption of, 261-65, 301

ideas, 283-84, 287-88

late-arriving, 365-68

leaks, 280ff., 287-88, 289

maintenance and, 279-80

management of, 223, 264, 271-72, 283-84, 286, 288, 290-92, 327, 359, 365-68

negotiation of, 237, 280, 282-85, 296, 299-301, 361, 366-68, 369

principles, 261-75

prototyping and, 269, 290, 301, 322-24, 326

risk and, 293, 327-28

scope of, 281, 358-59

stability of, 286, 287-88

standard task unit and, 337

for test plan, 265

tools for, 286, 289, 290

visibility of, 218-20, 270-71, 286-87

Requirements process, 205-6, 261-75, 276-96

control of, 276ff., 283-85

management attitude toward, 237, 271-72

models of, 265-68, 272

product process and, 268-69

Reuse, 320-22, 328-29, 398

Reviews, 75, 207, 215, 217, 220, 254, 338, 379, 398, 407

as education, 308-9

by management, 307-9

in standard task unit, 337

Risk, 61, 136-40, 163ff., 298, 299

abatement planning, 165

analysis, 298, 299

assessment, 163, 165

Cascade Model and, 318

change initiation and, 61, 64, 78, 142-43, 427

management and, 64, 145-46, 165, 169, 298, 319, 327

MOI Model and, 78-79, 168

planning and, 136-40, 299, 327-28

PLASTIC Model and, 165-67

punishment and, 138-39, 299

requirements and, 293, 327-28

software changes and, 373-74, 376

Spiral Model and, 319

Routine (Pattern 2) culture, 4, 30, 105, 111, 138-39, 143-44, 238, 336, 410-12, 413, 440, 445, 446-47

configuration management and, 374

management hierarchy in, 191-92

requirements process in, 266-67, 268

reuse and, 398

Satir Change Model, 15, 19-36, 37ff., 45-47, 48-49, 57ff., 65, 144, 152-53, 303, 408

See also Foreign elements

change artists and, 58ff., 65

Chaos stage, 20, 24-26, 39ff., 46, 59, 152, 355

feedback mechanisms and, 45-47

Integration and Practice stage, 20, 26-28, 39ff., 46

Status Quo stages, 20, 21-24, 28-29, 39ff., 45, 46-47, 59, 164,

Satir Interaction Model, 65-66, 436

Schedule, project, 256-57, 345

change cost curve and, 419-20

estimation, 341-42, 367

extension, 64, 180, 364-65, 366

guidelines, 302-3

hacking and, 328

interruptions and, 347

overtime and, 311, 347

slack and, 326-28, 400

slippage, 335-36, 364-65, 366

speed and, 176, 302, 355ff.

system size and, 364

SJ Organizer, 61, 122, 415, 452, 453-54

Software, 218

See also Design

as asset, 218, 373ff.

cost of, 197-98

defects, 196-97, 374

deterioration, 75ff., 376

development speed, 355ff.

enhancement, iterative, 319-20, 326

failures, 196-97, 201ff., 208

off-the-shelf method, 321-22

patching, 63-64, 77, 374

process models, 206, 316ff.

quality, 264-65

reuse, 320-22, 328-29, 398

risk factors, 298, 374

visibility, 203, 207, 218-21

zapping, 376, 384

Software engineer, 6ff., 175ff., 183

requirements and, 270, 291

Software engineering, v, xxiff., 5ff., 114, 129, 130, 176-82, 195-212, 223, 261, 264, 375

culture, 105, 214, 229-44, 437-43

failure, 348-49, 430

feedback loops, 356

management, 78, 176-82, 183-84, 214

stability of, 195-212

Software Engineering Institute (SEI), xxi, 15, 116, 227, 232, 437

Spiral Model, 318-19, 213

SP Troubleshooter, 61, 122, 415, 452, 454

Standard task unit, 154, 316, 324, 336, 337

Standards, 374, 378-79

Strategic planning, 107-26, 127-49

See also Meta-planning; Planning; Tactical change planning

information and, 110, 112, 115, 131, 211

risk trade-offs and, 136ff.

sessions, 115, 118, 121-22, 128, 150

tactical planning vs., 150ff.

vendor involvement in, 115, 120-21

Steering (Pattern 3) culture, 30, 58, 105, 139, 143-44, 271, 412, 413, 433, 441, 445, 447-48

System, 43-44, 77, 82, 181, 216-18, 299, 445-46

as asset, 374

complexity, 132ff., 208

cost and, 77, 198-99, 200, 399

cybernetic model of, 445-46

faults, 359-62, 368

growth, 131-36, 377, 378

size, 131-36, 198-99, 200, 355ff., 363, 364, 365, 366

stability, 70ff., 140, 185, 207

Systems thinking, 14, 118, 127-49

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Tactical change planning, 19ff., 105, 107, 127, 150-74

force field analysis, 11-12, 14, 17

open-ended, 152-53, 156

Satir Change Model and, 152-53

software project planning vs., 151, 175ff., 196-97

Technology, 73, 115, 138, 184, 407-8, 414-15, 422-23

choices about, 115, 120, 180ff., 396, 408

configuration control, 95, 386, 415-18

culture and, 407-8, 409-13

definition of, 184, 407-8

design and, 396, 397

introduction of, 142-43, 180-82, 183, 407-28

levels of, 180-82, 184ff.

tools, 115, 408-9, 423-24

in trade-off curve, 180-82

transfer, 8ff., 11, 413ff.

Temperaments, Keirsey-Bates, 68, 122, 414-15, 451, 452-55

See also Myers-Briggs Type Indicator

Testing, 216-18, 336-41, 346, 349, 380-82

Downfall Model and, 339-41

error-prone modules and, 381-82

hacking vs., 339-41

histories, 374, 380-82

kinds of, 337, 349, 353-54

schedule and, 345, 414

in standard task unit, 336, 337

Trade-off curves, 177ff., 189

family of, 179-80, 182

multiple variables in, 178-80

Trustable units, 140, 165, 217, 218

Variable (Pattern 1) culture, 111, 138-39, 143, 238, 374, 410, 413, 439, 446

management power in, 71-72

requirements process and, 265-66, 267

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Waterfall Model, 213, 278, 289, 316-17, 326, 340, 344

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