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| 999 |
_c103593 _d103593 |
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| 003 | BJBSDDR | ||
| 005 | 20230410143537.0 | ||
| 007 | ta | ||
| 008 | 060907s2004 nyu eng | ||
| 020 | _a074321580X | ||
| 020 | _a9780743215800 | ||
| 040 |
_bspa _cBJBSDDR |
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| 041 | _aeng | ||
| 050 | 1 | 4 |
_aT 48 _bC987b 2004 |
| 082 | 0 | 0 | _a005.3/068 |
| 100 | 1 |
_aCusumano, Michael A., _d1954- |
|
| 245 | 1 | 4 |
_aThe business of software : _bwhat every manager, programmer, and entrepreneur must know to thrive and survive in good times and bad / _cMichael A. Cusumano |
| 260 |
_aNew York : _bFree Press, _c2004 |
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| 300 |
_axv, 334 pages : _billustrations ; _c24 cm. |
||
| 504 | _aIncludes bibliographical references (p. [303]-319) and index. | ||
| 505 | _aThe business of software: a personal view Strategy for software companies: what to think about Services, products, and more services: how software became a business Best practices in software development: beyond the software factory Software entrepreneurship: essential elements of a successful start-up Start-up case studies: software products, services, and hybrid solutions Conclusion: The "ideal" versus "realistic" software business | ||
| 520 | _aPublisher description: The world's leading expert on the global software industry and coauthor of the bestseller Microsoft Secrets reveals the inner workings of software giants like IBM, Microsoft, and Netscape and shows what it takes to create, develop, and manage a successful company -- in good times and bad -- in the most fiercely competitive business in the world. In the $600 billion software industry it is the business, not the technology, that determines success or failure. This fact -- one that thousands of once glamorous start-ups have unhappily discovered for themselves -- is the well-documented conclusion of this ... book by Michael Cusumano, based on nearly twenty years of research and consulting with software producers around the world. Cusumano builds on dozens of personal experiences and case studies to show how issues of strategy and organization are irrevocably linked with those of managing the technology and demonstrates that a thorough understanding of these issues is vital to success. At the heart of the book Cusumano poses seven questions that underpin a three-pronged management framework. He argues that companies must adopt one of three basic business models: become a products company at one end of the strategic spectrum, a services company at the other end, or a hybrid solutions company in between. The author describes the characteristics of the different models, evaluates their strengths and weaknesses, and shows how each is more or less appropriate for different stages in the evolution of a business as well as in good versus bad economic times. Readers will also find invaluable Cusumano's treatment of software development issues ranging from architecture and teams to project management and testing, as well as two chapters devoted to what it takes to create a successful software start-up. Highlights include eight fundamental guidelines for evaluating potential software winners and Cusumano's probing analysis, based on firsthand knowledge, of ten start-ups that have met with varying degrees of success | ||
| 610 | 2 | 4 |
_aMicrosoft Corporation _xAdministración |
| 650 | 4 |
_96784 _aIndustria de programas para computadores |
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| 942 |
_2lcc _cBK |
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