The primary aim for this book is to gather and collate articles which represent the best and latest thinking in the domain of technology transfer, from research, academia and practice around the world. We envisage that the book will, as a result of this, represent an important source of knowledge in this domain to students (undergraduate and postgraduate), researchers, practitioners and consultants, chiefly in the software engineering and IT/industries, but also in management and other organisational and social disciplines. An important aspect of the book is the role that reflective practitioners (and not just academics) play. They will be involved in the production, and evaluation of contributions, as well as in the design and delivery of conference events, upon which of course, the book will be based.
Improve Your Creativity, Effectiveness, and Ultimately, Your Code In Modern Software Engineering, continuous delivery pioneer David Farley helps software professionals think about their work more effectively, manage it more successfully, and genuinely improve the quality of their applications, their lives, and the lives of their colleagues. Writing for programmers, managers, and technical leads at all levels of experience, Farley illuminates durable principles at the heart of effective software development. He distills the discipline into two core exercises: learning and exploration and managing complexity. For each, he defines principles that can help you improve everything from your mindset to the quality of your code, and describes approaches proven to promote success. Farley's ideas and techniques cohere into a unified, scientific, and foundational approach to solving practical software development problems within realistic economic constraints. This general, durable, and pervasive approach to software engineering can help you solve problems you haven't encountered yet, using today's technologies and tomorrow's. It offers you deeper insight into what you do every day, helping you create better software, faster, with more pleasure and personal fulfillment. Clarify what you're trying to accomplish Choose your tools based on sensible criteria Organize work and systems to facilitate continuing incremental progress Evaluate your progress toward thriving systems, not just more "legacy code" Gain more value from experimentation and empiricism Stay in control as systems grow more complex Achieve rigor without too much rigidity Learn from history and experience Distinguish "good" new software development ideas from "bad" ones Register your book for convenient access to downloads, updates, and/or corrections as they become available. See inside book for details.
This book was written primarily for all those DTP users and programmers who want to keep up with the rapid development of electronic publishing, particular those who wish to develop new systems for the output of typefaces. In this volume, various formats are presented, their properties discussed and production requirements analyzed. Appendices provide readers additional information, largely on digital formats for typeface storage.
It. is well known that t.he introduction of a new technology in one organization not always produces the intended benefits (Levine, 1994). In many cases, either the receivers do not reach the intended level of use or simply the technology is rejected because it does not match with the expectations (true or false) and the accepted psychological effort to use it. The case of formal methods is a paradigmatic example of continual failures. The published cases with problems or failures only constitute the visible part of a large iceberg of adoption cases. It. is difficult to get companies to openly express the problems they had; however, from the experience of the author, failure cases are very common and they include any type of company. Many reasons to explain the failures (and in some cases the successes) could be postulated; however, the experiences are not structured enough and it is difficult to extract from them useful guidelines for avoiding future problems. Generally speaking, there is a trend to find the root of the problems in the technol ogy itself and in its adequacy with the preexistent technological context. Technocratic technology transfer models describe the problems in terms of these aspects. Although it is true that those factors limit the probability of success, there is another source of explanations linked to the individuals and working teams and how they perceive the technology.
Strategic Defense Initiative examines developments in the technologies currently being researched under SDI. The OTA does not repeat the work of its earlier reports but gives special attention to filling in gaps in those reports and to describing technical progress made in the intervening period. The report also presents information on the prospects for functional survival against preemptive attack of alternative ballistic missile defense system architectures now being considered under the SDI. Finally, it analyzes the feasibility of developing reliable software to perform the battle management tasks required by such system architectures.
Software startups make global headlines every day. As technology companies succeed and grow, so do their engineering departments. In your career, you'll may suddenly get the opportunity to lead teams: to become a manager. But this is often uncharted territory. How can you decide whether this career move is right for you? And if you do, what do you need to learn to succeed? Where do you start? How do you know that you're doing it right? What does "it" even mean? And isn't management a dirty word? This book will share the secrets you need to know to manage engineers successfully. Going from engineer to manager doesn't have to be intimidating. Engineers can be managers, and fantastic ones at that. Cast aside the rhetoric and focus on practical, hands-on techniques and tools. You'll become an effective and supportive team leader that your staff will look up to. Start with your transition to being a manager and see how that compares to being an engineer. Learn how to better organize information, feel productive, and delegate, but not micromanage. Discover how to manage your own boss, hire and fire, do performance and salary reviews, and build a great team. You'll also learn the psychology: how to ship while keeping staff happy, coach and mentor, deal with deadline pressure, handle sensitive information, and navigate workplace politics. Consider your whole department. How can you work with other teams to ensure best practice? How do you help form guilds and committees and communicate effectively? How can you create career tracks for individual contributors and managers? How can you support flexible and remote working? How can you improve diversity in the industry through your own actions? This book will show you how. Great managers can make the world a better place. Join us.
An effective systems development and design process is far easier to explain than it is to implement. A framework is needed that organizes the life cycle activities that form the process. This framework is Configuration Management (CM). Software Configuration Management discusses the framework from a standards viewpoint, using the original
This volume combines the proceedings of the 1987 SEI Conference on Software Engineering Education, held in Monroeville, Pennsylvania on April 30 and May 1, 1987, with the set of papers that formed the basis for that conference. The conference was sponsored by the Software Engineering Institute (SEI) of Carnegie-Mellon University. SEI is a federally-funded research and development center established by the United States Department of Defense to improve the state of software technology. The Education Division of SEI is charged with improving the state of software engineering education. This is the third volume on software engineering education to be pub lished by Springer-Verlag. The first (Software Engineering Education: Needs and Objectives, edited by Tony Wasserman and Peter Freeman) was published in 1976. That volume documented a workshop in which educa tors and industrialists explored needs and objectives in software engineering education. The second volume (Software Engineering Education: The Educational Needs of the Software Community, edited by Norm Gibbs and Richard Fairley) was published in 1986. The 1986 volume contained the proceedings of a limited attendance workshop held at SEI and sponsored by SEI and Wang Institute. In contrast to the 1986 Workshop, which was limited in attendance to 35 participants, the 1987 Conference attracted approximately 180 participants.
