In Volume 7 of the highly acclaimed Quality Software series, Gerald M. Weinberg illustrates how skilled people (Change Artists) work to create a supportive environment for software engineering —an environment in which your organization can realize long-lasting gains in quality and productivity by learning the artistry of managing change.
As the author argues, the history of software engineering is riddled with failed attempts to improve quality and productivity without first creating a supportive environment. Many managers spend their money on tools, methodologies, outsourcing, training, and application packages, but they rarely spend anything to improve or to remove the leaders who created those situations in the first place.
From systems thinking to project management to technology transfer to the interaction of culture and process, Becoming a Change Artist analyzes models of how change really happens, and how change artistry creates the environment for all other changes.
As the author argues, the history of software engineering is riddled with failed attempts to improve quality and productivity without first creating a supportive environment. Many managers spend their money on tools, methodologies, outsourcing, training, and application packages, but they rarely spend anything to improve or to remove the leaders who created those situations in the first place.
From systems thinking to project management to technology transfer to the interaction of culture and process, Becoming a Change Artist analyzes models of how change really happens, and how change artistry creates the environment for all other changes.
