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E-grāmata: Antipatterns: Managing Software Organizations and People, Second Edition

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(The Pennsylvania State University, Malvern, USA), (The Pennsylvania State University, Malvern, USA), (Pennsylvania State University, Malvern, USA)
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For information technology and software engineering managers at all levels, software engineers Neill, Joanna F. DeFranco, and Phillip A. Laplante (all Pennsylvania State U.) extend and complement the 1998 AntiPatterns by Brown, Malveaux, McCormick, and Mowbray by discussing additional problem-solution pairs in software development. In addition to antipatterns of management, they consider environmental or cultural antipatterns, and personality antipatterns or phenotypes. Among the topics are patterns and antipatterns, human and group patterns and antipatterns, successfully leading teams, and general advice in dealing with antipatterns. Annotation ©2012 Book News, Inc., Portland, OR (booknews.com)

Emphasizing leadership principles and practices, Antipatterns: Managing Software Organizations and People, Second Edition catalogs 49 business practices that are often precursors to failure. This updated edition of a bestseller not only illustrates bad management approaches, but also covers the bad work environments and cultural traits commonly found in IT, software development, and other business domains. For each antipattern, it describes the situation and symptoms, gives examples, and offers a refactoring solution.

The authors, graduate faculty at Penn State University, avoid an overly scholarly style and infuse the text with entertaining sidebars, cartoons, stories, and jokes. They provide names for the antipatterns that are visual, humorous, and memorable. Using real-world anecdotes, they illustrate key concepts in an engaging manner. This updated edition sheds light on new management and environmental antipattems and includes a new chapter, six updated chapters, and new discussion questions. Topics covered include leadership principles, environmental antipatterns, group patterns, management antipatterns, and team leadership.

Following introductory material on management theory and human behavior, the text catalogs the full range of management, cultural, and environmental antipatterns. It includes thought-provoking exercises that each describe a situation, ask which antipatterns are present, and explain how to refactor the situation. It provides time-tested advice to help you overcome bad practices through successful interaction with your clients, customers, peers, supervisors, and subordinates.

Preface xiii
Acknowledgments xvii
Authors xix
1 Patterns and Antipatterns
1(12)
1.1 A Timeless Way of Building
2(1)
1.2 Pattern Structure
3(1)
1.3 Antipatterns
4(2)
1.4 Many Eyes
6(1)
1.5 Antipattern Structure
6(1)
1.6 Management and Environmental Antipatterns
7(1)
1.6.1 Antipattern Locator
7(1)
1.7 Consistency and Completeness
8(5)
References
11(2)
2 Human Patterns and Antipatterns
13(30)
2.1 Human Patterns
13(10)
2.1.1 Myers-Briggs Personality Types
14(3)
2.1.2 Keirsey Temperament Sorter
17(2)
2.1.3 Adaption Innovation (AI) Theory
19(2)
2.1.4 The Role of Affect and Emotion
21(1)
2.1.5 How to Use Human Patterns
22(1)
2.2 Human Antipatterns and Negative Personality Types
23(20)
2.2.1 Confronting Difficult People
24(1)
2.2.2 Hostile Aggressives
25(1)
2.2.2.1 Sherman Tanks
25(2)
2.2.2.2 Snipers
27(1)
2.2.2.3 Exploders
28(2)
2.2.3 Indecisives
30(1)
2.2.4 Whiners
31(1)
2.2.5 Negativists
32(1)
2.2.6 Clams
33(1)
2.2.7 Bulldozers
34(2)
2.2.8 Superagreeables
36(1)
2.2.9 Combination Personalities
37(1)
2.2.10 Understanding Conflict
38(2)
2.2.10.1 The Competitor
40(1)
2.2.10.2 The Avoider
40(1)
2.2.10.3 The Accommodator
40(1)
2.2.10.4 The Compromiser
41(1)
2.2.10.5 The Collaborator
41(1)
2.2.10.6 Recognizing Your Opponent
41(1)
Chapter Exercises
42(1)
References
42(1)
3 Group Patterns and Antipatterns
43(16)
3.1 Team Theories
43(2)
3.2 Tuckman's Theory of Teams
45(4)
3.2.1 Forming
45(1)
3.2.2 Storming
46(1)
3.2.3 Norming
47(1)
3.2.4 Performing
48(1)
3.2.5 Adjourning
48(1)
3.2.6 Tuckman's Model Wrap-Up
49(1)
3.3 Overcoming Team Dysfunction
49(6)
3.3.1 The Five Dysfunctions of a Team
50(1)
3.3.1.1 Dysfunction 1: Absence of Trust
50(1)
3.3.1.2 Dysfunction 2: Fear of Conflict
51(1)
3.3.1.3 Dysfunction 3: Lack of Commitment
52(1)
3.3.1.4 Dysfunction 4: Avoidance of Accountability
52(1)
3.3.1.5 Dysfunction 5: Inattention to Results
53(1)
3.3.2 Team Cognition
54(1)
3.4 Sports Analogies to Teams
55(2)
3.5 Evolution to Antipatterns
57(2)
Chapter Exercises
57(1)
References
57(2)
4 Successfully Leading Teams
59(16)
4.1 The Growth of Team Size
60(1)
4.2 Micromanagers and Laissez-Faire Managers
61(2)
4.3 Theory X
63(1)
4.4 Theory Y
64(1)
4.5 Theory Z
64(1)
4.6 Leadership Theories
64(6)
4.6.1 Transformational
65(1)
4.6.2 Authentic
65(1)
4.6.3 Ideological
66(1)
4.6.4 Charismatic
67(1)
4.6.5 Pragmatic
67(1)
4.6.6 Servant
68(1)
4.6.7 Contingency Theories
68(1)
4.6.7.1 Fiedler's Contingency Model
69(1)
4.6.7.2 Path-Goal Theory
69(1)
4.7 General Advice
70(5)
Chapter Exercises
73(1)
References
73(2)
5 Management Antipatterns
75(90)
Chapter Exercises
163(1)
References
163(2)
6 Environmental Antipatterns
165(106)
Chapter Exercises
269(1)
References
269(2)
7 General Advice in Dealing with Antipatterns
271(14)
7.1 Be Kind
271(1)
7.2 Do Not Blame Other People
272(1)
7.3 Learn to Deliver Bad News
273(1)
7.4 Do Not Worry for Other People
274(1)
7.5 Do Not Shoot the Messenger
274(1)
7.6 Let People Learn from Their Mistakes
275(1)
7.7 Just Get It Done
276(1)
7.8 Remember the Law of Unintended Consequences
276(1)
7.9 Listen
277(1)
7.10 Negotiate
278(1)
7.11 Never Give Up
279(1)
7.12 Never Attribute to Malice What Stupidity Can Explain
279(1)
7.13 Remember That Luck Can Play a Role
280(1)
7.14 Remember That No Good Deed Goes Unpunished
280(1)
7.15 Remember That People Despise in Others What They Hate in Themselves
281(1)
7.16 Use Golden Rule Management
281(1)
7.17 Never Mess with Space, Title, or Salary
281(1)
7.18 Be a Mentor
282(1)
7.19 Always Set and Meet Expectations
283(1)
7.20 Remember That You Take the Same Person with You Wherever You Go
283(2)
References
284(1)
Appendix
285(14)
A.1 Work Breakdown Structure
285(3)
A.1.1 WBS Construction
286(1)
A.1.2 WBS Rules
287(1)
A.2 Estimation
288(5)
A.2.1 Cone of Uncertainty
288(2)
A.2.2 COCOMO II
290(2)
A.2.3 COSYSMO
292(1)
A.3 Scheduling
293(6)
A.3.1 Critical Path Method
293(3)
A.3.2 Critical Chain Project Management (CCPM)
296(1)
Note
297(1)
References
298(1)
Index 299
Joanna F. DeFranco

is assistant professor of software engineering and a member of the graduate faculty at The Pennsylvania State University. Prior to joining Penn State, she held faculty positions at Cabrini College and the New Jersey Institute of Technology. She also held a number of positions in industry and government, including as an electronics engineer for the Naval Air Development Center in Warminster, PA, and as a software engineer at Motorola in Horsham, Pennsylvania.Dr. DeFranco received her BS in electrical engineering from Penn State, MS in computer engineering from Villanova University, and PhD in computer and information science from the New Jersey Institute of Technology. She is a member of ASEE and has had numerous publications in journals and conference proceedings. She is also on the curriculum advisory board for a local technical high school.







Phillip A. Laplante

is professor of software engineering and affiliate professor of information science and technology at The Pennsylvania State University. Before joining Penn State, he was a professor and senior academic administrator at several other colleges and universities.Prior to his academic career, Dr. Laplante spent nearly eight years as a software engineer and project manager working on avionics (including the Space Shuttle), CAD (Computer Aided Design), and software test systems. He was also director of business development for a boutique software consulting firm. He has authored or edited 27 books and more than 200 papers, articles, and editorials.Dr. Laplante received his BS, MEng, and PhD degrees in computer science, electrical engineering, and computer science, respectively, from Stevens Institute of Technology and an MBA from the University of Colorado. He is a fellow of the IEEE and a member of numerous professional societies, program committees, and boards. He is consultant to Fortune 500 companies, the U.S. Department of Defense, and NASA on technical and management issues. He also serves as a CIO/CEO coach.







Colin J. Neill

is associate professor of software and systems engineering and associate division head of engineering at The Pennsylvania State University. Prior to joining Penn State, he worked as a research officer at the University of Wales Swansea, as a certified software process assessor and auditor, and as a software engineering consultant for a number of organizations in the United Kingdom and Europe. Notable experiences during this period included working on manufacturing strategies with Rover Cars and enterprise system selection, installation, and enhancement with British Aerospace.Dr. Neill received his BEng in electrical and electronic engineering, MS in communication systems, and PhD in software and systems engineering from the University of Wales Swansea. He is a member of the International Council on Systems Engineering (INCOSE) and a senior member of the Institute of Electrical and Electronics Engineers (IEEE), and he is the author of more than 70 articles and book chapters. Additionally, he serves as a member of several journal editorial boards and academic conference committees. He conducts research for a number of companies and government agencies, including the U.S. Department of Defense and the Defense Advanced Research Projects Agency (DARPA). He is a rabid fan of Philadelphia professional sports teams.
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