* ISBN: 0-932633-32-3 504 pages hardcover

Dorset House Publishing

(translated into Japanese, Chinese)

I have now converted the contents to three new eBooks:

– Becoming a Change Artist (Quality Software Series #7)

– CHANGE: Planned and Unplanned (Quality Software Series #8)

– Change Done Well (Quality Software Series #9)

Sample and/or Buy the each ebook through:


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Buy at Amazon.com

“If you’re grappling with how to improve software development and especially how to improve managing software development, then this might be the right book for you.” —Mike Barker, IEEE Software

Good book on organizational change emphasizing SW management

Reviewer: Elaine May ([email protected]) from Santa Rosa, California (Source: Amazon.com)

The first half of this book is useful for anyone contemplating changing an organization. The second half is directed specifically at project managers. Not a step-by-step guide, but a lot of good concepts and models. Very thought-provoking. If you wonder why you haven’t been able to change your organization, this is well worth reading.

“This fourth volume presents a recipe for a quality software engineering organization. . . . [Weinberg] recognizes the importance of tools for the delivery of high-quality software and software services, but he correctly suggests a much larger set of technologies, which includes formal and informal organizational relationships; technical reviews and planning approaches; standards; measurements; and technical infrastructure, such as networks, hardware, and software tools. . . . This book should be read after the author’s other three volumes. Reading all four might be a time-consuming undertaking, but the many practical hints make it worthwhile. Practitioners will find it very useful.”

—H. Remus

Computing Reviews

“Gerald Weinberg, one of the truly original thinkers who write about organizational factors influencing software development, often provides me with the opportunity to say ‘aha.’ . . . Anticipating Change addresses how to create an environment conducive to implementing the software engineering culture he describes in the first three books of the series. What is fascinating about Weinberg’s approach to software development management is how his perspective encompasses such diverse sources as family therapy theories, personality type studies, and experiences drawn from years of consulting for software development organizations. Thanks, Jerry.” —Warren Keuffel. Software Development

Best of the series

Reviewer: [email protected] from Fort Worth, Texas (Source: Amazon.com)

This book is the best of the quality software series. Save yourself some time and start with it and if you find it useful, go back to the previous 3 (I found them best in the following order 2,3,1). The chapter on managing requirements is one of best tools I have ever found for convincing management that we must get a handle on our processes. Be warned however, that none of these books are as readable as “The Secrets of Consulting” or “The Psychology of Computer Programming.” Which I view as Weinberg’s best works.


” We do not know at this point if these (software process improvement) results are typical. We think the best way of interpreting these results is to view them as indicators of what is possible, given a supportive environment. – J. Herbsleb et al. (1)

This book is about creating a supportive environment for software engineering-an environment in which your organization can realize the impressive gains in quality and productivity reported by some clients of the Software Engineering Institute and other process improvement organizations.

This is the fourth volume of a series. The earlier volumes tell what must be done, and this one describes how to create the environment in which to accomplish the necessary changes. If you haven’t already read the other three volumes, reading this one should motivate you to read them. You may read in any order, but this volume ought to be read last, even for a second time.

The history of software engineering is riddled with failed attempts to realize gains in quality and productivity without first creating a supportive environment. To improve bad situations, many managers spend their money on CASE tools, CAST tools, CAD tools, methodologies, outsourcing, training, application packages, and what have you, but they rarely spend anything to improve or remove the management that made those situations in the first place.

We have always been a would-be profession, and we will remain a would-be profession until we outgrow our obsession with quick fixes that don’t involve fixing the managers themselves. Some of this obsession comes from those managers who simply see each job as a stepping-stone to a higher job. Admiral Hyman Rickover talked about what’s wrong with that type of manager or worker:

When doing a job-any job-one must feel that he owns it, and act as though he will remain in that job forever. He must look after his work just as conscientiously, as though it were his own business and his own money… . Too many spend their entire working lives looking for the next job. When one feels he owns his present job and acts that way, he need have no concern about his next job.

As managers, we accept the need to grow and develop-both ourselves as people as well as our organizations. Don’t be discouraged: I know that we can grow and develop because I’ve seen hundreds of managers do just that. Once they start to grow and develop, I’ve seen them succeed at the wonderful software engineering activities outlined in this book, just as you can.

What are those activities? The first three volumes of this set deal with three fundamental abilities we need to do a quality job of managing software engineering:

1. the ability to understand complex situations so we can plan a project and then observe and act so as to keep the project going according to plan, or modify the plan

2. the ability to observe what’s happening and to understand the significance of our observations in terms of effective adaptive actions

3. the ability to act appropriately in difficult interpersonal situations, even though we may be confused, or angry, or so afraid we want to run away and hide.

Volume 4 treats the question of organizational change: how we can manage-using all the tools of the first three volumes-so as to transform our organization into an organization that not only understands and practices the concepts of good engineering, but also ensures that it will understand and practice them in the future. We call such an organization “Anticipating.”

All organizations change, but the Anticipating organization is the one that makes organizational change an explicit and universal function. An Anticipating culture has four characteristics that distinguish it from the Steering culture (Pattern 3) that precedes it:

1. It has effective models that help it understand both organizational and personal change, intellectually and emotionally.

2. A substantial percentage of its employees (not just its managers) are skilled change artists, who are supported by organizational practices in their efforts to lubricate the wheels of change.

3. It routinely looks ahead and plans for organizational change, and it knows how to follow through on its plans with the aid of its change artists.

4. It makes its planned changes on top of a stable base of sound software engineering practices that allow it to measure and predict.

The parts of this book cover each of these four characteristics of the Anticipating organization and how you can achieve them.

Capers Jones, the software author and researcher, tells us that the larger the project, the greater the chance of failure. His observation applies to software projects, but changing your organization’s quality culture is certainly a much bigger job than any software project your organization has ever attempted. That’s why I’ve given the subject of organizational change a volume all its own. And that’s why it’s the fourth and last volume in the series, because if you are to succeed, you’ll need to start with all the learnings from the first three.

To lead the change of your organization’s culture, you’ll need to become an outstanding software engineering manager, and nobody can do this simply by reading four volumes on the subject. Most chapters in these volumes recommend further reading, and you should follow these recommendations. Also, each chapter ends with a Practice section with suggestions for testing your learning in the heat of battle.

All told, you may find yourself reading at least forty volumes (not all at once!), to which these four may be considered a guide, and spending thousands of hours in practicing your learning. Still, this load doesn’t seem unreasonable when you consider how many books you read and how many hours you practiced to become an outstanding software engineer. If you could do that, you should certainly be able to attain your new goal: to become no less than an outstanding software engineering manager, capable of leading the transformation of an entire organization.

Bon voyage!

1. Herbsleb, J.,Carleton, A.,Rozum, J.,Siegel, J., & Zubrow, D. (1994). Benefits of CMM-Based Software Process Improvement: Initial Results No. CMU/SEI-94-TR-13). Software Engineering Institute, Carnegie Mellon University, Pittsburgh, PA 15213.

From Amazon.com——————————————>>>