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Winning with Software: An Executive Strategy, by Watts S. Humphrey
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"Every senior executive needs to read this book."
--Robert Musson Vice President, Business Strategy Cenus Technologies
"An informative book for any business person (not just technologists) who has ever been associated or involved with a software development effort and thought 'there must be a better way!' Watts has provided that better way-- the PSP/TSP, and a great book."
--Roy Kinkaid, Head of Continuous Improvement and Software Quality Assurance, EBS Dealing Resources
Watts Humphrey is the well-known author of methods and models widely used by organizations, teams, and individuals to improve the efficiency and effectiveness of software development. In Winning with Software, he shows corporate executives and senior managers why software is both a business problem and a business opportunity.
"This book is extremely well written and targets the right audience. I plan to buy a copy for each of my executives."
--Kevin J. Berk, Director, Process Improvement, Total Quality Systems
Humphrey, drawing on his own extensive executive and management experience, first demonstrates the critical importance of software to nearly every business, large and small. He then outlines seven steps needed to gain control of a software operation and transform it into a professional, businesslike engineering function. Failure to recognize the importance of software, and to take charge of its development process, runs the risk of damaging the entire business. By contrast, Humphrey relates the substantial benefits real organizations have obtained from such awareness and control, and he concludes with an analysis of the impressive financial returns the recommended transformations typically yield.
"This is a great book that will play a valuable role. It has excellent anecdotes that illustrate the points being made, as well as good examples depicting the problems faced by teams and managers. I look forward to sharing it with my colleagues."
--Steven Sliwa, President & CEO, Insitu Group Inc. and former President of Embry-Riddle University
"The logical approach, the high level explanations, and the application of real-life experiences make the book not only credible but easily understood. If a large number of CEOs don't at least try out the book's concepts, I will be greatly surprised."
--David Webb Software Engineering Project Manager, Hill Air Force Base
- Sales Rank: #2045379 in Books
- Color: Blue
- Published on: 2001-12-30
- Original language: English
- Number of items: 1
- Dimensions: 9.20" h x .54" w x 6.30" l, .98 pounds
- Binding: Paperback
- 256 pages
Review
"The logical approach, the high level of explanations, and the application of real-life experiences make this book not only credible but easily understood."
From the Back Cover
""Every senior executive needs to read this book.""--Robert Musson Vice President, Business Strategy Cenus Technologies""An informative book for any business person (not just technologists) who has ever been associated or involved with a software development effort and thought 'there must be a better way!' Watts has provided that better way-- the PSP/TSP, and a great book.""--Roy Kinkaid, Head of Continuous Improvement and Software Quality Assurance, EBS Dealing ResourcesWatts Humphrey is the well-known author of methods and models widely used by organizations, teams, and individuals to improve the efficiency and effectiveness of software development. In Winning with Software, he shows corporate executives and senior managers why software is both a business problem and a business opportunity. ""This book is extremely well written and targets the right audience. I plan to buy a copy for each of my executives.""--Kevin J. Berk, Director, Process Improvement, Total Quality SystemsHumphrey, drawing on his own extensive executive and management experience, first demonstrates the critical importance of software to nearly every business, large and small. He then outlines seven steps needed to gain control of a software operation and transform it into a professional, businesslike engineering function. Failure to recognize the importance of software, and to take charge of its development process, runs the risk of damaging the entire business. By contrast, Humphrey relates the substantial benefits real organizations have obtained from such awareness and control, and he concludes with an analysis of the impressive financial returns the recommended transformations typically yield. ""This is a great book that will play a valuable role. It has excellent anecdotes that illustrate the points being made, as well as good examples depicting the problems faced by teams and managers. I look forward to sharing it with my colleagues.""--Steven Sliwa, President & CEO, Insitu Group Inc. and former President of Embry-Riddle University""The logical approach, the high level explanations, and the application of real-life experiences make the book not only credible but easily understood. If a large number of CEOs don't at least try out the book's concepts, I will be greatly surprised.""--David Webb Software Engineering Project Manager, Hill Air Force Base
About the Author
Known as “the father of software quality,” Watts S. Humphrey is the author of numerous influential books on the software-development process and software process improvement. Humphrey is a fellow of the Software Engineering Institute (SEI) at Carnegie Mellon University, where he founded the Software Process Program and provided the vision and early leadership for the original Capability Maturity Model (CMM). He also is the creator of the Personal Software Process (PSP) and Team Software Process (TSP). Recently, he was awarded the National Medal of Technology—the highest honor given by the president of the United States to America's leading innovators.
Most helpful customer reviews
0 of 1 people found the following review helpful.
Great book
By Amazon Customer
Mr. Humphery has produced another winner. Every example is easy to relate to real world environments. The Summary and Conclusions at the end of every chapter are real jems. I have raved about the book to everyone at my company and I am trying to get sponsership from executive management for the processes defined in the book.
13 of 14 people found the following review helpful.
5th book on the topic by Humphrey - aimed at business execs
By Mike Tarrani
This book is well written and makes a compelling case for the author's personal and team software processes (PSP and TSP respectively). Whereas the first four books by Humphrey, published between 1989 and 1999, were aimed at individual software engineers and technical managers, this one is for higher level decision makers who are probably wondering why software development seems to be a money pit while other enterprise business units manage to operate with some degree of efficiency.
The case that is made in the book remains focused on business. More importantly, it shows how to apply productivity accounting and quality techniques defined in both the PSP and TSP can introduce controls to software development.
What I like about the book is Humphrey's complete change of tone from his previous books, which were written for technical professionals, to appeal to business executives. He addresses all of the key points: why projects fail and how to prevent the failures, the need for leadership instead of mere management, and the importance of not only building a team approach, but in changing the culture in the development organization. These are points that business managers understand in practice, and it shows that development can be a controlled process much like manufacturing or service processes that are likely to be the company's core business. They also dispell the fallacy that software development is different.
Although the book stays focused on business aspects, Humphrey does drift off into technical territory at times, sometimes to the point of risking the attention of the business reader. He also misses an opportunity to show how PSP and TSP are natural fits into organizations that are using Extreme Programming, which would have given the business audience some leverage when dealing with their technical counterparts. However, that is probably beyond the scope of the book.
If you want to trace the evolution of PSP and TSP it's documented in the author's earlier books: Managing the Software Process (1989), A Discipline for Software Engineering [and one of the best in my opinion for its completeness and approach] (1995), Introduction to the Personal Software Process (1996), and Introduction to the Team Software Process (1999). If you are exploring either the PSP or TSP with a goal of building a business case this book is ideal. Also note that there are open source tools developed by the Process Dashboard Initiative and distributed at no cost that will greatly aid in implementing the recommendations that are made in this book.
3 of 3 people found the following review helpful.
Good overview of problems, but tough to get traction from
By Lars Bergstrom
This book is targeted at executives, but it's also useful for developers who might be curious about what Humphrey's been talking about for the last few years in his PSP and TSP processes. Value comes in this book from understanding what many problems in software development are, why you have to address them, and at what level they need to be addressed. That said, it was difficult to really 'close the loop' and get the end-to-end on how one would go from having recognized the problems to organizing people to solving it, to actually rolling out solutions. Still, a good book nonetheless, and more than worth reading, especially if you don't feel like sitting through one of the PSP/TSP books.
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