| Description |
1 online resource. |
| Series |
Best practices |
|
Best practices (Redmond, Wash.)
|
| Note |
Title from title screen. |
| Bibliography |
Includes bibliographical references and index. |
| Summary |
Annotation Why is it so difficult to change organizations? What does it really take to make process improvement yield measurable results? For more than 30 years, Donald Riefer has been guiding software teams through the technical, organizational, and people issues that must be managed in order to make meaningful process changesand better products. This practical guide draws from his extensive experience, featuring 11 case studies spanning the public and private sectors and even academia. Each case study illuminates the original conditions; describes options and recommendations; details reactions, outcomes, and lessons learned; and provides essential references and resources. Eleven case studies provide insightful, empirical data from real-world organizationsProvides a broad view across organizational settings and factors, such as personnel, and technical environments, including cloud, Agile, and open source optionsIlluminates the hard-won lessons, tradeoffs, and impactswith advice on how to engineer successful, sustainable changes yourself. |
| Contents |
Cover; Copyright Page; Contents at a Glance; Table of Contents; Foreword; Introduction; Who Should Read This Book; Who Should Not Read This Book; Organization of This Book; Online Companion Content; Acknowledgments; Errata & Book Support; We Want to Hear from You; Stay in Touch; Chapter 1: Getting Started; Goals and scope; Organization; Project; Process; Product; People; Change agents and their role; Making a difference; Why is it so difficult to change organizations?; Questions to be answered; Summary; References; Web resources. |
|
Chapter 2: Industrial Case: Organizational Change in a Large Information Technology ShopSetting the stage; Organization; Project; Process; Product; People; Options, recommendations, and reactions; Outcomes and lessons learned; Summary; References; Web resources; Chapter 3: Industrial Case: Justifying a Process Improvement Program for a Large Bank; Setting the stage; Organization; Project; Process; Product; People; Accelerating productivity; Options, recommendations, and reactions; Outcomes and lessons learned; Summary; References; Web resources. |
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Chapter 4: Industrial Case: Moving to Commercial Off-the-Shelf and Open-Source Software Usage in TelecommunicationsSetting the stage; Organization; Project; Process; Product; People; Options, recommendations, and reactions; Outcomes and lessons learned; Summary; References; Web resources; Chapter 5: Industrial Case: Small Defense Project Needs Help; Setting the stage; Organization; Project; Process; Product; People; Options, recommendations, and reactions; Outcomes and lessons learned; Summary; References; Web resources; Chapter 6: Industrial Case: Utility Moving to the Clouds. |
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Setting the stageOrganization; Project; Process; Product; People; Options, recommendations, and reactions; Outcomes and lessons learned; Summary; References; Web resources; Chapter 7: Industrial Case: Adoption of Agile Methods; Setting the stage; Organization; Project; Process; Product; People; Options, recommendations, and reactions; Outcomes and lessons learned; Summary; References; Web resources; Chapter 8: Government Case: Large Defense Project Behind Schedule and Over Budget; Setting the stage; Organization; Project; Process; Product; People; Options, recommendations, and reactions. |
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Outcomes and lessons learnedSummary; References; Web resources; Chapter 9: Government Case: Introducing New Technology; Setting the stage; Organization; Project; Process; Product; People; Options, recommendations, and reactions; Outcomes and lessons learned; Summary; References; Web resources; Chapter 10: Government Case: Maintenance Shop in Turmoil; Setting the stage; Organization; Project; Process; Product; People; Options, recommendations, and reactions; Outcomes and lessons learned; Summary; References; Web resources. |
| Subject |
Organizational change -- Case studies.
|
|
Computer programming -- Management -- Case studies.
|
|
Computer software -- Development -- Management -- Case studies.
|
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Process control -- Case studies.
|
|
Changement organisationnel -- Études de cas. |
|
Fabrication -- Contrôle -- Études de cas. |
|
Computer programming -- Management |
|
Computer software -- Development -- Management |
|
Organizational change |
|
Process control |
|
Engineering & Applied Sciences. |
|
Computer Science. |
| Genre |
Case studies
|
| Other Form: |
Print version: Reifer, Donald J. Software change management. Redmond, Wash. : Microsoft ; 2011 9780735664753 (DLC) 2011942372 (OCoLC)787880313 |
| ISBN |
0735664757 |
|
9780735664753 |
|
9780735668683 (electronic bk.) |
|
073566868X (electronic bk.) |
|
(pbk. ; alk. paper) |
|
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