Rating: 
Summary: Practical and insightful with quantitative assessments
Review: It was quite refreshing to read Walker's book and find it peppered with "pragmatic sections". Walker not only provides the theory, but assembles very strong quantitative assessments and arguments regarding the process principles. By sharing his experiences he has opened up a whole new vantage point by which to learn the process. I especially enjoyed Chapter 13 on "Project Control and Process Instrumentation". The pragmatic portions of the book alone more than justify the purchase --- GREAT BOOK!
Rating: 
Summary: Valuable Reductionist Essentials
Review: Royce's text provides a lucid, straightforward explanation from an elitist management perspective of how UML can be applied in various business and technical settings. The perspective offered brilliantly summarizes how a technical management methodology can be used to exclude software engineers from asserting control over the production processes in which they participate. The premise set down is that managers must impose rationality in software development organizations only from above and that software developers are basically their own worst enemies. "Rationalized" processes implemented from the top enable managers to bring control and conformity to software engineering environments and ultimately reduce software developers to a depersonalized, production-line condition that has the result of forcing them to increase efficiency and the reliability of their products while at the same time shortening the time to delivery. The approach advocated by Royce seeks a maximum of intervention at every conceivable level of software development by those who impose and assert software development methodologies. In this way, the costly freedoms often exercised by software developers bent on maintaining an old-style guild or shop attitude in the workplace (often disguised as "pride in individual workmanship") is eliminated. Engineering methodologies replace the personalities and, indeed, even the personhood of the lone software developer, and the organization's top managers are ensured that their control of the working environment will not be challenged. Such a summary of the ultimate implications of the application of a UML management methodology as a replacement for the "culture" of development organizations is much needed. The high-level, abstract discussions of the real reasons for the use of corporate educational efforts to "normalize" software developers ("workers") usually veil the real intent. Royce has veiled nothing. The message rings out clearly: software development as a realm of individualized creativity and exploration is now a thing of the past. Software companies must impose conformity and Taylor-like authoritarian control. Software developers should be made to realize that they are nothing more than cogs in a wheel, and that management is justified in intervening in every aspect of their working life. Only through such measures will companies reach the efficiency required for survival in a competitive economy characterized by a break-neck pace of product innovation. Probably the only criticism to be offered is that the book is not altogether open in its declaration of intent to its assumed audience. While the reduced status of the engineer is clearly portrayed, the extent to which the "method" likewise demands the conformity of the manager is left unstated. But then those embracing such a total model of technical management may be assumed to tacitly acquiesce to the notion that the ultimate goal of efficiency management models in technology is to entirely eliminate personalized cultures in the companies that embrace such models. An excellent work!
Rating:
Summary: Valuable Reductionist Essentials
Review: Royce's text provides a lucid, straightforward explanation from an elitist management perspective of how UML can be applied in various business and technical settings. The perspective offered brilliantly summarizes how a technical management methodology can be used to exclude software engineers from asserting control over the production processes in which they participate. The premise set down is that managers must impose rationality in software development organizations only from above and that software developers are basically their own worst enemies. "Rationalized" processes implemented from the top enable managers to bring control and conformity to software engineering environments and ultimately reduce software developers to a depersonalized, production-line condition that has the result of forcing them to increase efficiency and the reliability of their products while at the same time shortening the time to delivery. The approach advocated by Royce seeks a maximum of intervention at every conceivable level of software development by those who impose and assert software development methodologies. In this way, the costly freedoms often exercised by software developers bent on maintaining an old-style guild or shop attitude in the workplace (often disguised as "pride in individual workmanship") is eliminated. Engineering methodologies replace the personalities and, indeed, even the personhood of the lone software developer, and the organization's top managers are ensured that their control of the working environment will not be challenged. Such a summary of the ultimate implications of the application of a UML management methodology as a replacement for the "culture" of development organizations is much needed. The high-level, abstract discussions of the real reasons for the use of corporate educational efforts to "normalize" software developers ("workers") usually veil the real intent. Royce has veiled nothing. The message rings out clearly: software development as a realm of individualized creativity and exploration is now a thing of the past. Software companies must impose conformity and Taylor-like authoritarian control. Software developers should be made to realize that they are nothing more than cogs in a wheel, and that management is justified in intervening in every aspect of their working life. Only through such measures will companies reach the efficiency required for survival in a competitive economy characterized by a break-neck pace of product innovation. Probably the only criticism to be offered is that the book is not altogether open in its declaration of intent to its assumed audience. While the reduced status of the engineer is clearly portrayed, the extent to which the "method" likewise demands the conformity of the manager is left unstated. But then those embracing such a total model of technical management may be assumed to tacitly acquiesce to the notion that the ultimate goal of efficiency management models in technology is to entirely eliminate personalized cultures in the companies that embrace such models. An excellent work!
Rating:
Summary: Outstanding book in a very difficult area. Bravo!
Review: Software projects are notoriously difficult to manage and execute, to such a degree that software project management is almost an oxymoron. Walker Royce lays out his opinions on managing a software project--a courageous approach in this field with many train wrecks and no easy answers. In a clear, crisp style, he explains insights that you sometimes have to pause and think through, before saying "That's right!". I especially enjoyed Chapter 4, which discusses principles of conventional and modern software management. Well structured, with many valuable insights.
Rating:
Summary: To little how in the text
Review: The author actually has some ideas about software project management. His ideas seem feasible and applicable for practice. But it's difficult for us to understand as how to solve the problems other than only to know the concepts. Even though the author had some discussions, it's not enough for understanding. He show us the structures of the artifacts with too little explaination. It may be better if the author can provide some case studies.
Rating:
Summary: A very educated, convincing and realistic perspective
Review: The resources on the line to deliver the software development product know what needs to be done. The chronic challenge is getting senior management to understand how they must support the "doers" in order for the organization as a whole to be successful. This is the kind of book that can be shared with senior management in our endless efforts to help them understand why it is so key that they champion the best practices. This book will not be easily dated. As our organization becomes more mature, the content and perspective put forth by Walker will continue to support us.
Rating:
Summary: A must read of every software professional
Review: There are several books on Software Engineering, Software project Management, Software Development, Development Economics and so on. Most of these books treat the practice of Software Project Management or Software Development based on the long established software development models and principles. But as obvious to any practicing software developer/project manager, these models and principles do not reflect or represent the reality. For example, the widely accepted Waterfall model is not a true representation of the actual software development process. It gained its popularity because it was easier to understand, use and implement. But that does not make it infallible or unquestionable. Actually many people, over the years have tried to question the correctness and soundness of these models and theories. But their efforts have been somewhat sporadic and the impact was not felt and most of them were ignored or forgotten. But in the book 'Software Project Management: A Unified Framework', Walker Royce has done a commendable job in not only questioning the established theories, models and principles, but also in exposing their weaknesses and in many cases is providing with practical and ready-to-use solutions. This book is comprehensive, thought provoking and often provocative and holds nothing-whether it is the existing software theories or it way in which the software development was done and is being done-as sacrosanct. The author questions many of the existing theories, exposes their weakness and tells why they are not suitable for the software development in the modern times. Drawing from his vast and varied experience as a project manager and software developer, Royce offers the reader, in clear and simple terms, his ideas and insights on software development and software project management. The most striking factors that make this book so good and useful is that, it is written by a professional for the professionals. It not a book written some theorist who does not have any idea of the reality, but this is written by a person who has done it all and seen it all and that too for quite some time. Another interesting aspect of the book is the writing style. It is simple, precise and to-the-point. No wasted words and such economical and efficient use of language. The prose is peppered with real-life examples, anecdotes, charts and tables. The author's well-developed sense of humour is evident in many occasions. For example, consider this paragraph from the preface; "I have struggled with whether to position this book as management education or management training. The distinction may seem nitpicky, but it is important. An example I heard 15 years ago illustrates the difference. Suppose your 14-year-old daughter came home from school one day and asked, "Mom and Dad, may I take the sex education course offered at school?" Your reaction would likely be different if she asked, "May I take the sex training course offered at school?" (This meant less to me then than it does now that my three daughters are teenagers!)" This book is full of practical and innovative ideas that could be implemented immediately. This book will teach even the most seasoned software professional a couple of tricks. For the people who are beginning to understand the complexities of software development and project management, this book will be godsend. A MUST READ FOR EVERYBODY WHO HAS ANYTHING TO DO WITH SOFTWARE DEVELOPMENT. Copyright (c) Pegasus Book Club
Rating: 
Summary: Well Written Book For Big Process Needs
Review: This book is hard to rate because I think the author has done a fine job of presenting the material. However, I would caution most people from putting it into practice. The managment process outlined is very rigorous, and should be reserved for defense contractors and other organizations that deliver large commercial applications to external clients. For software organizations that deliver applications internal to their company, the process in this book is probably a bit more than is needed. That being said, the "process framework" hinges on iterative development. The author does a good job of showing why the traditional waterfall process does not work in today's environment, and this is applies to all organizations. Then the author goes on to outline how software development breaks down into phases and iterations within phases. He also talks about the activites and artifacts that belong in each phase. Additionally, he talks about how organizations should be structured to support the process and how to taylor the process to a specific organization. The case studies support the claims made throughout the book making it well rounded and logically sound. This process will work very well in the correct situation.
Rating:
Summary: Well Written Book For Big Process Needs
Review: This book is hard to rate because I think the author has done a fine job of presenting the material. However, I would caution most people from putting it into practice. The managment process outlined is very rigorous, and should be reserved for defense contractors and other organizations that deliver large commercial applications to external clients. For software organizations that deliver applications internal to their company, the process in this book is probably a bit more than is needed. That being said, the "process framework" hinges on iterative development. The author does a good job of showing why the traditional waterfall process does not work in today's environment, and this is applies to all organizations. Then the author goes on to outline how software development breaks down into phases and iterations within phases. He also talks about the activites and artifacts that belong in each phase. Additionally, he talks about how organizations should be structured to support the process and how to taylor the process to a specific organization. The case studies support the claims made throughout the book making it well rounded and logically sound. This process will work very well in the correct situation.
Rating:
Summary: Good Book on Software Project Management
Review: This is a book that lives up to its title. It begins by explaining the pitfalls of the traditional models, and then introduces the reader to the new "Architecture First, Iterative" model. The material is organized well. Each chapter has something good to offer. Some chapters explain a concept in great detail, and just when you get a feeling that you are lost, there appears a section that makes "pragmatic" sense!! Good explanation about development Life Cycles, Workflows and the Iterative development model. There is a lot of emphasis on early integration, which I believe is the right way to develop software. Royce points out that Software Testing (Assessment) should not be treated as a separate entity in the software development life cycle. Instead it should be woven right into the framework, thus becoming an integral part of each phase in the Life Cycle - again, a very crucial and significant idea. One may have to tweak the ideas to suit specific needs, but the book delivers the right message in general. A must read for Software Project Leads and the likes......
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