To produce high-quality software, we need high-quality, effective managers. Becoming such a manager is the subject of this third stand-alone volume in Gerald Weinberg's highly acclaimed series. To be effective, managers must act congruently. That is, managers must not only understand the concepts of good software engineering, but also practice them, which sounds easier than it is in practice. Standing in the way is a lot of emotional baggage that we all carry, the author erts, and congruence is the way to cope with our emotional baggage. Congruence has the sense of "fitting" -- in this case simultaneously fitting your own needs, the needs of the other people involved, and the contextual needs (in business, for example, the business needs). Examples, diagrams, and tools such as the Myers-Briggs indicator fortify the author's recommendations.
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Designed as a stand-alone text, this second volume in a three-volume series (the first volume, Systems Thinking , was reviewed in the March 1992 SciTech Book News ) illustrates how to more precisely observe and measure the software development process, and offers a four-step model to break the complex process into a series of smaller, simpler steps
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