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ISBN This is a step-by-step workbook organized to educate and direct even a novice planner through the process of developing a practical, understandable, and implementable plan. It begins with the basic goals and purposes of a strategic plan. This book then carefully guides readers through the steps of strategic planning with clear diagrams, concise but adequate instructions, and detailed worksheets and sample forms.
The strategic planning process as described here consists of 10 steps: 1 business definition; 2 long-range vision; 3 values structure; 4 mission statement; 5 strategic enterprise assessment; 6 success and failure; 7 strengths, weaknesses, opportunities, and threats analysis; 8 strategic goal identification; 9 action plans; and 10 plan builder and implementation.
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While an excellent aid for the inexperienced planner, this book is lacking in a few areas. The implementation section is only six pages long with one page devoted to a sample form and another to a sample meeting agenda.
It would be useful to readers to have more information not only on tracking the implementation of the plan but also on how to evaluate its effectiveness. I would recommend another section, step 11, be added on tracking and evaluating the results of the plan. The user needs to know how to determine if the plan is being executed as designed and if the plan is working. This information is critical to the next round of planning. Essentially, check and act have been left out of the plan-do-check-act PDCA cycle.
A list of other references would also be valuable. Overall, this is a useful and well-prepared plan for those new to the development of strategic or business plans. The diagrams and sample forms are well done. John D. He is a certified quality engineer and auditor and a Senior member of ASQ. He serves as an adjunct professor at the University of the Incarnate Word teaching courses in statistics, quantitative analysis, management, and psychology.
Robert K. New York: Wiley Computer Publishing. Reviewed by Eva Freund efreund erols. Wysocki takes for granted that readers already have the basic management and project management skills. He teaches readers a comprehensive system for assessing, forming, developing, and deploying an effective project team. This book introduces the concept, model, and application of this system, which the author calls TeamArchitect. In addition, the book comes with a CD-ROM that contains all of the data used in the case study described in the book.
Part one provides the background and infrastructure for building effective project teams. Part two covers the assessment process and introduces five assessment tools, which do not require a certified professional to interpret the results. Part three takes the information compiled in part two and shows how the tools are used to profile a project and the project team. Part four shows how to develop strategies for making team alignment decisions and how to sustain that alignment over the life of the project.
Because I was not familiar with this author, I expected that this would be another book that described the team solely in terms of the skills needed by the project vs. In addition, the book contains generic knowledge, skills, behaviors, and experiences that identify the proficiency of the project manager. By comparing that profile to the project complexity level, the organization can determine the readiness of an individual to assume project management responsibility. Wysocki understands that being able to recruit the entire project team may be a once-in-a-lifetime experience and that it is more likely that the manager will have either no choice as to the membership or a choice of only some team members.
It is this understanding that distinguishes this book from other books. In keeping with this mentor approach, the author makes it easy for readers to learn more. Finally, he provides his e-mail address so readers can contact him. I recommend this book both for those who want to merely understand the concept of building an effective team and those who want to implement the concept and reduce the risk of project failure. Eva Freund efreund erols. Neil S. Boston: Addison-Wesley. Reviewed by Pieter Botman p.
PI and assessment frameworks, both general and software specific, offer some value in relating software engineering practices to process models, but do not address many practical aspects of process improvement, particularly change management. This book, aimed at project managers as well as PI practitioners, goes back to basics and presents a pragmatic, from-the-ground-up approach.
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The primary owner of the improvement plan should not be the process improvement group, the software quality assurance group, or similar support function. PI efforts begin with an accurate evaluation of actual problems, including their scope and their relation to organizational goals. In discussing the evaluation of problems, and the linking of problems to goals, the authors develop the important theme of broad consultation and cooperation. That theme will become even more compelling in subsequent chapters. This book contains realistic sample lists of problems, explicitly and effectively linked to real business goals, and edited for clarity.wheretobuyloctite.henkel.buildingonline.com/six-years-in-bhutan.php
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The problems and goals are weighted or prioritized. The authors also offer some pragmatic tips concerning the use of more involved assessments in order to narrow the focus and help identify underlying problems, if not readily apparent after conducting interviews. The planning chapter is also practical in addressing the action plan. The authors stress the tightly coupled relationship between problem, goal, and action steps.
CMM practices, already organized in functional key practice areas and structured with respect to specific goals, are suggested as a resource in developing appropriate action steps. The action plan also contains detailed measurement steps and risk management considerations for each contemplated action. Change management terms and techniques are introduced in simple terms. Managers must remain informed about the planned improvements, and help people see how the new practices support organizational goals.
This is laudable and appropriate. With the groundwork laid out in careful planning, the actions have measurements laid out. So the aims of the checking are to monitor progress, then enact risk management and correction strategies if the action steps are producing negative results. The authors promote specific measurement and tracking of all improvement action steps, followed by determination of lessons learned and corrective actions related to the PI cycle as a whole the PDCA cycle applied to PI!
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Another important practical consideration for managers and practitioners is relating action-step results to their associated business goals and hence to the readily recognized business benefits. Once again the theme of communication and cooperation emerges. Regardless of technical merit, managers will support investment in PI only when the results are visible in business terms. Practitioners must be able to demonstrate, and build upon, success.
Some of the appendices are detailed expansions of some of the example lists and tables introduced in the book. Appendix A contains more detailed table mapping sample problems to specific CMM key process areas and practices. Appendix B contains a more complete listing of the cited CMM practices, and Appendix C contains a detailed action plan table, linking goals and prioritized actions. Appendix D contains a table summarizing a sample risk action plan. I found this book to be very pragmatic and straightforward. It includes an unusual blend of quality management, software engineering, and change management topics.
While it would not serve as a reference book in any of these disciplines, I would expect that someone assuming the role of PI practitioner would already have significant insight into the technical aspects of software engineering processes. For beginning PI practitioners and managers, the emphasis must be on unifying these three disciplines and in presenting detailed methods of implementation.
The authors have clearly achieved these goals. Pieter Botman p. New York: John Wiley and Sons. Reviewed by Jayesh G. The motivation for making this tool grew out of the problems that have arisen in the process of designing, testing and servicing of the elevator control processor referred to as lift-processor , and the entire elevator system. The problems are largely a consequence of the impossibility of viewing all the functional requirements or changes to these requirements during the design phase or exploitation.
It should be noted that the lift-processor must meet the basic requirement that is placed in front of such a system, related to the high security of the whole system. In fact, despite the availability of a wide range of tools for designing reliable hardware and software, a lack of such tools that closely covers specific problems related to the proposed lift-processor architecture is evident. Also, this device could achieve much faster response to the new functional demands of the market.