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- Newsgroups: comp.software-eng
- Path: sparky!uunet!ftpbox!motsrd!mothost!merlin.dev.cdx.mot.com!pjd.dev.cdx.mot.com!peterd
- From: peterd@pjd.dev.cdx.mot.com (Peter Desnoyers)
- Subject: Re: Debugging the process
- Message-ID: <peterd.725662638@pjd.dev.cdx.mot.com>
- Sender: news@merlin.dev.cdx.mot.com (USENET News System)
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- Organization: Motorola Codex, Canton, Massachusetts
- References: <1992Dec22.164508.2582@csi.uottawa.ca> <1992Dec22.193238.7731@spectrum.xerox.com>
- Date: Tue, 29 Dec 1992 20:57:18 GMT
- Lines: 21
-
- kirby.roch803@xerox.com (Mike Kirby) writes:
-
- [lots of interesting points...]
-
- >All the SEI is saying is that you need to have a management process in
- >place before an engineering process will be able to take hold. and you
- >need both processes before you can determine if a product failure is
- >due to engineering or to management. AND you need to be able to
- >measure both. Once you can do these things then you will be able to
- >continously improve the processes.
-
- This is the clearest statement I've seen yet of the SEI
- misunderstanding that generates so much opposition among engineers.
-
- Management is not engineering. Management has the ability to hinder
- engineering, and it has the ability to facilitate it. However, good
- engineering can be performed (with difficulty) under bad managers;
- conversely, good management does not guarantee good engineering.
-
- Peter Desnoyers
- --
-