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To the Authors: Does it looks at reengineering?

 
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Hello,

I read the introduction and what interest me is for instance the example of the shoop which changes with typical picture "look at it before... look at it after (6 months)"

Does the book has a point of view in this field, of course rebuild everything is not solution but determine where the problem lies and get rid of it. Are there are suggestions when times come and a new approach has to be taken in the project's life due to problems that arise by different issues?

I am also intereted in the topic of Tracer Bullet Development and how does this fits in the whole Software Life Cycle and if this is comperad with any other process used such as RUP or methodolgy such as OO.

The targeted audience that the book provides is good since each part of the team -SW development team- is important. But, did you were having your experiences as team players or as project leaders? did you identified principal weaknesses on the team people and/or system and from there provide a generic overview for each team player?

Thanks!

Alan Raul.
 
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Originally posted by Alan Raul Ramos:
Are there are suggestions when times come and a new approach has to be taken in the project's life due to problems that arise by different issues?



Yup, we spend a large portion of the book discussing when, how, and why to bring changes into your development shop.

Originally posted by Alan Raul Ramos:
I am also intereted in the topic of Tracer Bullet Development and how does this fits in the whole Software Life Cycle and if this is comperad with any other process used such as RUP or methodolgy such as OO.



The book has an entire chapter on Tracer Bullet Development, what it is, and how to use it. (It's a bit too big to meaningfully condense here... )

Originally posted by Alan Raul Ramos:
The targeted audience that the book provides is good since each part of the team -SW development team- is important. But, did you were having your experiences as team players or as project leaders? did you identified principal weaknesses on the team people and/or system and from there provide a generic overview for each team player?



We've actually had both roles over the years, and we tried to target the book to both roles (and managers, too). I'm not sure what you mean in the last part of the above quote; could you re-phrase it for me?
 
Alan Raul Ramos
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Hello again,

First of all I would like to thank you for the appropiate reply, now coming to the question which was correctly posted. I have got the targeted audience very well, plus you have explained the roles that you were performing both team player and project leader/manager.

The last part of the question queries on those roles that you were performing and what I mean since you were both team player and then project manager/leader. From those experience you were having different views. I believe one as your personal development and deliberables as team player.

On the other hand as manager you were having the whole picture and from there indentifying where the actual problem was, if it was and how to react for solve it. Thus my question was querying the view that you were providing, but I believe that this view approaches both, am I right?

/Alan
 
Will Gwaltney
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Originally posted by Alan Raul Ramos:
Thus my question was querying the view that you were providing, but I believe that this view approaches both, am I right?

/Alan




Yes, that's exactly right. And as we were writing the book we were surprised at how often the various viewpoints overlapped. I think everyone would agree that a manager who knows the technical aspects of the project will be a better manager. It's also the case that team members who understands the "big picture" will turn out a product that's much more likely to do what it's supposed to do, e.g. make the customer happy and make a lot of money!
[ August 04, 2005: Message edited by: Will Gwaltney ]
 
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