Better Software Magazine
Better Software Magazine Articles
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Patterns Without Purpose Architectural patterns are a convenient way to design and build your code, but be careful not to bite off more than you can chew. Tod Golding offers advice on avoiding useless layers and letting each pattern earn its way into your architecture. |
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Maintaining Your Course What does maintainability mean to you? Michael Bolton discusses the different elements of this often-overlooked attribute of software projects and what it means as a guideword heuristic to rapid testers. |
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Living by Principles, Not by Plans Reality is not a static thing, and when the reality of a situation changes, so too must our plans. In his article, Lee Copeland explains why "planning" does not equal "controlling" and suggests that we should look to our principles for guidance. |
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Breaking With Tradition Though the term "agile" isn't often ascribed to the ways of software configuration management, Steve Berczuk offers some ways in which applying the principles of agile SCM can help teams work more effectively. |
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I Didn't Know I Needed That There is a natural relationship between the features in a product and the customer's satisfaction with that product, but not every feature influences customers in the same way. The best plan for satisfying customers, as author Mike Cohn explains, is to give them what they want. |
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A Critical Line of Defense Tackle software vulnerabilities at the root—in the applications themselves. |
Herbert H. Thompson
March 28, 2006 |
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A Look at Administrator's Pak by Winternals Find out more about this suite of utilities that allows testers to repair locked-out systems, restore lost data, remove malware, and much more. |
Marnie Hutcheson
March 6, 2006 |
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Working with Dull Knives Why "sharp" tools are needed in almost every organization. |
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A Look at Employment Trends in 2005 Better Software magazine and StickyMinds.com offer up readers' responses to our annual salary survey. |
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Say It . . . Don't Stew In It Managers aren't mind readers. Translate vague grievances into concrete recommendations for generating change in your workplace. |
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