| A | B
| C | D | E | F
| H | I | L | M
N | O | P
| Q | R | S | T
| V | W | Z
A Addition,
principle of, 98-100 Aggregate Control Model, 444-45, 446
Anticipating (Pattern 4) culture, 48-49, 175, 442
change and, xxii-xxiii, 48-49, 105, 143, 192, 231
design and, 395, 402 documentation and, 382 management
of, 186, 192, 316, 327, 374 requirements process of, 258-59,
261ff. 271, 361 Satir Change Model and, 30, 48-49 testing
in, 336, 349, 414 tool use, 409, 412-13
Anticipation, 48, 195-96, 316, 348, 359 top
B Blaming behavior, 81, 82, 113,
139, 215, 253, 254, 255, 307-8, 356, 449, 450 BrooksÕs Law,
243, 302, 303, 356, 414 top
C Capability
Maturity Model (CMM), 116, 227, 232, 300 Cascade Model, 317-19,
326, 339-40 Change, 7ff., 20ff., 42-45, 59-60, 64, 65-66,
70ff., 90-91, 141ff., 195, 246, 419-20, 421 control,
266, 303, 385 cost of, 77, 180, 419-20 failure
of, 3, 49, 430-31 foreign element and, 22-24, 37ff., 47 meta-change,
20, 47-48 power and, 193, 430 processes,
5, 64, 111, 193, 246 in relationships, 91-93 responses
to, 17, 19, 37-54, 58-61, 144, 273, 420-21, 423 temperament
and, 60-61 timing of, 42-45 Change
artistry, 55, 57-69, 78-80, 81, 86-104, 107 challenges
for, 55ff., 86-104 debt, 78-80, 82 MOI
Model of, 78-79, 93-94 planning and, 107ff., 150-74 principles,
65, 81 Change artists, xxii, 55, 57ff.,
66, 86-104, 141, 419, 431 communication skills
for, 95-97 emotional information and, 58, 153, 158, 169
quiz for, 429-31 Change models, 1, 3-18, 19-36,
48, 65-66, 149 Cleanroom engineering, 207, 262, 316, 403 Code,
control of, 374, 376, 382-85, 392ff. See also
Information assets Configuration control,
95, 103, 139, 207, 288, 289, 303, 368, 383-84, 415-18, 424 benefits
of, 415-16 black box game and, 379 code
library and, 417-18 design and, 379-80 project
negotiations and, 303 requirements process and, 287, 303 standards
and, 379 test of, 385-86, 416-17 testing
and, 381-82 violation of, 374-75 Congruence,
158-59, 188, 240, 283, 299, 311 Congruent (Pattern 5) culture,
144, 175, 238, 443 Consultants, 8, 102, 117, 128, 202, 232,
251 Control models, 444-48 Cost drivers,
197-200 Culture, 73, 105, 139, 175, 180, 193, 229-44, 246,
320, 437-43 See also Blaming behavior;
Patterns of culture change and, 105, 143-44, 205, 246, 253-55,
407ff. creation of, 237-38, 239 culture-picture
test of, 232, 241, 244 fault location and, 234-35, 320 Five
Freedoms of, 139-40 improvement, 214, 229, 233, 237-38, 239
management and, 71-72, 186-87, 205, 209, 214, 233-34, 237-38, 239, 253, 254, 301
risk and, 137ff. subcultures of, 238 technology
and, 139, 408, 409-13 theory-in-use and, 74-75
Culture/Process Principle, 230-31, 234-35 Curve of best practice,
136, 178, 277 Customers See
also Negotiation communication with, 61-62, 241, 361
design and, 234-35, 237 in planning process, 112ff., 160 quality
and, 438, 439, 443 satisfaction, 61-62, 113, 129-30, 159,
160, 235, 301, 323, 438, 443 Cybernetic Control
Model, 184, 195-96, 216, 236, 444, 445-46 Cybernetics, 195ff.,
445 top
D Design, 208, 390-406
as asset, 374, 379-80, 390 benefits of, 393ff.
change plan as, 151 complexity, 203-4, 208, 380, 391, 398-401,
403 configuration management and, 379-80
customer impact on, 234-35, 237 debt, 76, 129-30, 204, 391-92
enhancement of, 319-20 failure, 380, 392, 402, 430
integrity, 202, 203-4, 208, 380, 381, 398 maintenance debt,
76-78, 115, 395 management, 390-406 quality, 379-80 requirements
and, 265, 293, 301, 319-20 reuse, 398
slack within, 400 teamwork, 401-2 technology,
396, 397 yime allowance for, 394ff. visibility,
218-20 Data dictionaries, 374, 376-78, 386
Diagram of effects, 14, 65, 129-30, 163ff., 176, 433-35 Diffusion
Model, 3, 4-5, 6ff., 35 Downfall Model, 340-41 top
E Engineering,
see Software engineering Error-prone modules, 359-60,
368 top F
Fault feedback ratio (FFR), 215, 398-99 Faults,
189, 234-35, 278, 338, 356ff., 366, 392ff., 413-14 configuration
control and, 414, 415 customers and, 234-35, 342, 361-62 design
and, 392ff. in error-prone modules, 359-60, 368 estimates
of, 342-43 priority order of, 361-62, 368 ship-and-fix,
235 system size and, 356-58, 366 Feedback,
45-47, 131-32, 169-71, 356 control, 184-85, 187
Control Model, 184, 202, 444, 445-48 process
control with, 195-96 product structure and, 205 stabilizing,
164, 169, 176, 216 Force field analysis, 11-12,
14, 17 Foreign elements, 22ff., 37ff., 47, 59, 64, 277, 382,
355 feedback mechanisms and, 45ff.
rejection of, 38-39, 62, 82 Zone Theory and, 42ff.
top H Hacking,
171, 322, 328, 339-41, 348, 416 Helpful Model, 368, 423, 467
Hole-in-the-Floor Model, 3, 5-9, 15, 28, 35 HudsonÕs
Bay Start, 309
top
I Information, 107-26
assets, 373-89 change artists and, 58, 78-79
emotional, 38, 45, 153, 169, 253 failures,
202ff., 211 gathering, 110, 112-21, 153 hiding,
379 meta-planning and, 107-26 MOI Model
and, 78-79, 94 quality of, 112ff., 115, 117-18, 122-23 variance
estimates, 119 vendor-supplied, 115 Interaction
Model, 65-66, 436 Intervention models, 151
top L Learning
Curve Model, 3, 13-14, 15, 19, 28, 35, 48-49
top
M Maintenance, 75-78, 225, 279-80,
329, 381-82, 393ff. Management, v, xxiff., 61ff., 75,
80, 117, 128-31, 175, 182-88, 201-2, 210, 233-34, 264, 345ff., 373, 384, 386
action, failures of, 22, 201, 202, 208-9 as
cost driver, 199-200 culture and, 71-72, 186-87, 205, 209,
214, 233-34, 237-38, 239, 253, 254, 301 of design, 390-406
evaluation of self, 330-31 of foreign
elements, 24, 38ff., 64 of human resources, 303-4, 421, 423
levels of, 184, 185-88, 235ff. measurement
and, 72, 73, 115, 118, 202, 221-23 motivation and, 9ff., 17,
291, 347-48, 363 power and, 71-72, 187-88, 193, 209, 233 of
process, 203, 205, 235-39, 243, 251-52, 290-92, 320 prototyping
and, 324 quality, attitude toward, 437ff. requirements
and, 223, 264, 283, 290-92, 324, 359 reviews, 307-9 status
reports, 141, 164 strategic planning and, 114, 116-17 training,
116, 123, 141 trust and, 81, 140-41, 220, 221, 222, 311-12
Managers, 1, 70, 74, 175, 191-92, 239, 345, 448
abusiveness, 251-52, 253, 302 negotiation
skills of, 121-22, 310 rules for, 81, 144 Measurement,
73, 131, 161, 203, 217-18, 345, 422 of customer
satisfaction, 113-14 of effort, 329-30 libraries,
375 of lines of code (LOC), 223, 255-56 management
and, 72, 73, 115, 118, 202, 221-23 process improvement and,
217-18, 255-57, 342 at process level, 246 system
stability and, 117-18, 202, 203, 207 time accounting, 329-30
Meta-change, 20, 47-48 Meta-planning,
107-26, 127-49 Millionaire Test, 214-15 MOI
Model, 65, 78-79, 93-94, 167-68 Motivational Model, see
Newtonian Model Myers-Briggs Type Indicator (MBTI), 66, 68,
451-52, 454-55
top
N Negotiation, 64, 299-301, 307,
310 of requirements, 237, 280, 282-85, 296, 299-301,
361, 366-68, 369 skills of, 121-22, 310 win/win,
299-300 Newtonian Model, 3, 9-12, 15, 28, 35
NF Catalyst, 60, 122, 415, 452, 453 NT
Visionary, 60, 61, 122, 414-15, 452, 453 top O Object
orientation, 38ff., 323, 379 Oblivious (Pattern 0) culture,
143, 265, 267, 409-10, 413, 438 Observer positions, 158-59,
299, 449-50 Organization, 79-80, 82, 131ff., 140-41, 189
change artist distribution, 61, 78-79, 141
complexity, 132-34, 191 failure orientation, 72-73
growth, 131-36, 144-45 MOI Model and, 78-79, 94
planning and, 105ff., 114, 134 size, 131ff., 134, 369
trust and, 127, 140-41 top
P Patterns
of culture, 105, 139, 175, 231, 437-43 change
and, 105, 143-44, 265, 273 measurement and, 73
technology and, 409-13 Planning, 105ff., 114,
116, 122, 134, 136-40, 150-74, 299, 315, 346 See
also Meta-planning; Strategic planning; Tactical planning backward,
153-55 customer involvement in, 112ff.
feedback and, 169-71 goals, 150, 152, 155-58, 159-63 loops
and, 344 methodologies and, 315-16 models
for, 154, 165-69 open-ended, 150, 152-53, 156, 159, 169ff.
prioritizing process for, 120 requirements
and, 286, 326 revisions, 155ff., 169-71, 324-28 sessions,
115, 118, 121-22, 128, 150 slack and, 326-27 software
engineers and, 175-92 tests for, 154-55, 160-63, 170-71 tools
for, 134-35, 169 vendor involvement in, 120-21, 142 PLASTIC
Model, 165-67, 293 Process See
also Requirements process actual, 246, 247-48 culture
and, 193, 229-44, 246 deterioration, 75 documentation,
247-48, 271 history, 101-2, 375 for idea
generation, 64 introduction of, 142-43 loops,
339ff. management of, 203, 235-39, 243 principles,
213-28, 230, 286 random, 214-15 resistance
to, 209-10 for reuse, 320 standard task
unit of, 316, 324 testing, 207, 336ff. variation
reduction in, 249-50 visions, 108ff., 235-37, 246, 247, 319
Process improvement, 214-15, 233, 245-60
chicken-wire factor, 246, 247 cost of, 255-57
lessons of, 252-55 productivity and, 255-56
test of, 215, 250 Process
models, 206, 213-14, 237, 243-44, 246, 316-19, 326, 340, 344, 348
Cascade Model, 317-319, 326, 339-40 vs. processes,
237, 246, 247 of requirements, 265-68 towel
example, 243-44 Product development, 107ff.,
202, 359ff. visibility, 203, 207
Product Principle, 223-25 Productivity, 161, 188-89, 255-56,
291, 304, 363, 408-9 Project, 10, 97-98, 247ff., 256-57, 279,
297-314, 315-34, 346, 349 See also Planning; Reviews;
Schedules accountability, 305-7 estimation,
310-11, 341-42 failure, 202-4, 297, 307, 344-48, 359
guidelines, 302-3 HudsonÕs Bay Start for, 309
management, 335, 346-47, 359 meetings, 88-89,
90-91, 94, 102, 135 morale, 348-49, 363
negotiation, 64, 297, 299-300, 307, 310 prerequisites, 297-300
rebirthing, 348-49 resources for, 134, 165-68, 303-4
size, 355-72 slippage, 335-36, 364-65
termination, 335-54 time reports, 305-7, 329-30
visibility, 219-21, 256 Prototyping, 171, 269,
322-24, 326, 334, 361 Public Project Progress Poster (PPPP),
46, 103, 118, 382, 458 Q Quality,
131-32, 161, 256, 358 cost of, 178, 189, 256
culture and, 232-33, 438ff. as goal statement, 161
management attitude toward, 438ff. measurement, 440, 441,
442, 443 obstacles to, 79-80, 276 requirements
process and, 263, 264, 276 schedule and, 343, 346, 348
trade-off with economy, 176, 177, 189, 277 QUEST
Team, 63-64, 139 top R
Requirements, 223, 261-84, 286-92, 368, 374
See also Requirements process classification
of, 290-91 control of, 276, 280-85, 286, 288-92
cost of, 264, 265, 276, 277-80, 289, 293, 366, 367 customers
and, 237, 261, 264, 265, 267, 270, 272, 278-79, 283, 291, 358-59, 361
enhancement of, 319-20, 326 fixed, assumption of, 261-65,
301 ideas, 283-84, 287-88 late-arriving,
365-68 leaks, 280ff., 287-88, 289 maintenance
and, 279-80 management of, 223, 264, 271-72, 283-84, 286,
288, 290-92, 327, 359, 365-68 negotiation of, 237, 280, 282-85,
296, 299-301, 361, 366-68, 369 principles, 261-75
prototyping and, 269, 290, 301, 322-24, 326 risk and, 293,
327-28 scope of, 281, 358-59 stability
of, 286, 287-88 standard task unit and, 337
for test plan, 265 tools for, 286, 289, 290 visibility
of, 218-20, 270-71, 286-87 Requirements process,
205-6, 261-75, 276-96 control of, 276ff., 283-85
management attitude toward, 237, 271-72 models
of, 265-68, 272 product process and, 268-69
Reuse, 320-22, 328-29, 398 Reviews, 75, 207, 215, 217, 220,
254, 338, 379, 398, 407 as education, 308-9 by
management, 307-9 in standard task unit, 337 Risk,
61, 136-40, 163ff., 298, 299 abatement planning,
165 analysis, 298, 299 assessment, 163,
165 Cascade Model and, 318 change initiation
and, 61, 64, 78, 142-43, 427 management and, 64, 145-46, 165,
169, 298, 319, 327 MOI Model and, 78-79, 168 planning
and, 136-40, 299, 327-28 PLASTIC Model and, 165-67 punishment
and, 138-39, 299 requirements and, 293, 327-28 software
changes and, 373-74, 376 Spiral Model and, 319 Routine
(Pattern 2) culture, 4, 30, 105, 111, 138-39, 143-44, 238, 336, 410-12, 413, 440,
445, 446-47 configuration management and, 374
management hierarchy in, 191-92 requirements process in, 266-67,
268 reuse and, 398 top
S Satir Change Model,
15, 19-36, 37ff., 45-47, 48-49, 57ff., 65, 144, 152-53, 303, 408
See also Foreign elements change artists
and, 58ff., 65 Chaos stage, 20, 24-26, 39ff., 46, 59, 152,
355 feedback mechanisms and, 45-47 Integration
and Practice stage, 20, 26-28, 39ff., 46 Status Quo stages,
20, 21-24, 28-29, 39ff., 45, 46-47, 59, 164, Satir
Interaction Model, 65-66, 436 Schedule, project, 256-57, 345
change cost curve and, 419-20 estimation,
341-42, 367 extension, 64, 180, 364-65, 366
guidelines, 302-3 hacking and, 328 interruptions
and, 347 overtime and, 311, 347 slack
and, 326-28, 400 slippage, 335-36, 364-65, 366
speed and, 176, 302, 355ff. system size and, 364 SJ
Organizer, 61, 122, 415, 452, 453-54 Software, 218
See also Design as asset, 218, 373ff.
cost of, 197-98 defects, 196-97, 374 deterioration,
75ff., 376 development speed, 355ff. enhancement,
iterative, 319-20, 326 failures, 196-97, 201ff., 208 off-the-shelf
method, 321-22 patching, 63-64, 77, 374 process
models, 206, 316ff. quality, 264-65 reuse,
320-22, 328-29, 398 risk factors, 298, 374 visibility,
203, 207, 218-21 zapping, 376, 384
Software engineer, 6ff., 175ff., 183 requirements
and, 270, 291 Software engineering, v, xxiff.,
5ff., 114, 129, 130, 176-82, 195-212, 223, 261, 264, 375 culture,
105, 214, 229-44, 437-43 failure, 348-49, 430 feedback
loops, 356 management, 78, 176-82, 183-84, 214 stability
of, 195-212 Software Engineering Institute (SEI),
xxi, 15, 116, 227, 232, 437 Spiral Model, 318-19, 213
SP Troubleshooter, 61, 122, 415, 452, 454 Standard
task unit, 154, 316, 324, 336, 337 Standards, 374, 378-79
Strategic planning, 107-26, 127-49 See
also Meta-planning; Planning; Tactical change planning information
and, 110, 112, 115, 131, 211 risk trade-offs and, 136ff. sessions,
115, 118, 121-22, 128, 150 tactical planning vs., 150ff. vendor
involvement in, 115, 120-21 Steering (Pattern
3) culture, 30, 58, 105, 139, 143-44, 271, 412, 413, 433, 441, 445, 447-48 System,
43-44, 77, 82, 181, 216-18, 299, 445-46 as asset,
374 complexity, 132ff., 208 cost and,
77, 198-99, 200, 399 cybernetic model of, 445-46 faults,
359-62, 368 growth, 131-36, 377, 378 size,
131-36, 198-99, 200, 355ff., 363, 364, 365, 366 stability,
70ff., 140, 185, 207 Systems thinking, 14, 118,
127-49 top T
Tactical change planning, 19ff., 105, 107, 127, 150-74
force field analysis, 11-12, 14, 17 open-ended,
152-53, 156 Satir Change Model and, 152-53
software project planning vs., 151, 175ff., 196-97 Technology,
73, 115, 138, 184, 407-8, 414-15, 422-23 choices
about, 115, 120, 180ff., 396, 408 configuration control, 95,
386, 415-18 culture and, 407-8, 409-13 definition
of, 184, 407-8 design and, 396, 397 introduction
of, 142-43, 180-82, 183, 407-28 levels of, 180-82, 184ff.
tools, 115, 408-9, 423-24 in trade-off
curve, 180-82 transfer, 8ff., 11, 413ff. Temperaments,
Keirsey-Bates, 68, 122, 414-15, 451, 452-55
See also Myers-Briggs Type Indicator Testing,
216-18, 336-41, 346, 349, 380-82 Downfall Model
and, 339-41 error-prone modules and, 381-82
hacking vs., 339-41 histories, 374, 380-82
kinds of, 337, 349, 353-54 schedule and, 345, 414 in
standard task unit, 336, 337 Trade-off curves,
177ff., 189 family of, 179-80, 182 multiple
variables in, 178-80 Trustable units, 140, 165,
217, 218 top
V Variable (Pattern 1) culture,
111, 138-39, 143, 238, 374, 410, 413, 439, 446 management
power in, 71-72 requirements process and, 265-66, 267
top W
Waterfall Model, 213, 278, 289, 316-17, 326, 340,
344
Zone Theory, 42-47, 49ff., 65, 78, 258
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