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Leadership, Teamwork, and Trust: Building a Competitive Software Capability
- By Watts S. Humphrey, James W. Over
- Published Dec 30, 2010 by Addison-Wesley Professional.
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Description
- Copyright 2011
- Dimensions: 6-1/4" x 9-1/8"
- Edition: 1st
- eBook
- ISBN-10: 0-13-268522-1
- ISBN-13: 978-0-13-268522-1
Every business is a software business, and every business can profit from improved software processes
Leadership, Teamwork, and Trust discusses the critical importance of knowledge work to the success of modern organizations. It explains concrete and necessary steps for reshaping the way in which software development, specifically, is conducted. A sequel to Humphrey’s influential Winning with Software, this book presents new and copious data to reinforce his widely adopted methods for transforming knowledge work into a significant and sustainable competitive advantage, thereby realizing remarkable returns. Humphrey addresses here the broader business community—executives and senior managers who must recognize that today, every business is a software business.
Sample Content
Table of Contents
Preface xv
Acknowledgments xxi
Chapter 1: Creative Destruction 1
Corporate Churn 1
Knowledge Work 3
The Urgency of Change 4
The Softtek Story 8
The Softtek Experience 9
What Next? 11
Summary and Conclusions 12
References 13
Chapter 2: The Bureaucracy 15
Why Organizations Need a Bureaucracy 15
The Software Crisis 16
The Quarksoft Story 18
The Quarksoft Management System 20
The Quarksoft Executive Team 23
Managing the Bureaucracy 26
Summary and Conclusions 27
Chapter 3: Knowledge Work 29
The Nature of Knowledge Work 30
Why Knowledge Work Is Troublesome 31
Why Customers Tolerate Shoddy Software Work 32
Why Software’s Problems Persist 34
Is There a Better Way? 34
A Knowledge-Working Team 35
Team Accomplishments 40
The Future of Knowledge Work 42
Summary and Conclusions 43
References 44
Chapter 4: Managing Knowledge Work 45
Taylor’s Management Principles 46
The Modern Technical Workplace 48
Modern Technical Work 49
Modern Technical Workers 50
The Principles of Managing Knowledge Work 51
Trusting Knowledge Workers 53
The Blame Culture 56
The Need for Trust 57
Trustworthy Knowledge-Working Teams 58
Using Facts and Data 59
Quality Must Be the Top Priority 60
Team Leadership and Support 61
Summary and Conclusions 61
References 62
Chapter 5: Motivating Knowledge Workers 65
Management and Worker Objectives 65
The Nature of Team Motivation 66
The Knowledge-Working Culture 68
The Elements of Trust 69
The Start-Up Problem 70
Self-Management Tasks 71
Making Cost, Schedule, and Quality Plans 72
Recording Data 75
Using an Operational Process 76
Tracking and Reporting Progress 79
Self-Management Training 84
Overcoming Skepticism 85
Summary and Conclusions 86
References 87
Chapter 6: Motivating Knowledge-Working Teams 89
Beckman Coulter 89
Beckman Coulter’s First TSP Team 90
Team Commitment 92
Management Behavior 95
Building Self-Directed Teams 97
Management Issues 98
Management Style 100
Summary and Conclusions 104
Chapter 7: Managing with Facts and Data 107
Auditable Data 107
Auditing TSP Data 111
Using TSP Data 112
Communicating with Data 120
Summary and Conclusions 122
References 124
Chapter 8: Managing Quality 125
Make Quality the Top Priority 125
The Software Quality Problem 128
The Testing Problem 132
Software Quality Economics 136
The Quality Transformation 139
The Beckman Coulter Team 141
Summary and Conclusions 142
References 143
Chapter 9: Leadership 145
Goals 147
Support 152
Motivation 155
Standards of Excellence 156
Execution 157
Summary and Conclusions 158
References 160
Appendix A: Will the TSP Work in My Organization? 161
Appendix A Overview 162
Who Is Using the TSP? 164
What Types of Applications Have Been Developed with the TSP? 167
Will the TSP Support Our Projects and Teams? 168
What Will It Cost to Implement the TSP? 169
TSP Return on Investment 171
How Long Will It Take to Implement the TSP? 174
How Do I Get Started? 176
Conclusion 185
References 185
Appendix B: Getting Started 187
Appendix B Overview 187
The TSP Introduction Strategy 188
The Principles of Change Management 190
Establishing the TSP Implementation Team 194
Building a Strong Coaching Team 199
The TSP Pilot Programs 201
Implementing the TSP for a Project Team 205
Training 211
The TSP Launch Process 214
Management’s Role in the TSP Process 218
Summary 229
References 230
Appendix C: Expanding TSP Use 231
The Overall Implementation Strategy 232
The Overall Rollout Plan 232
Building Local Sponsorship 237
Developing the Local Implementation Plan 239
Building Coaching Capability 240
Other Capability Requirements 244
When and Where to Use the TSP 245
Summary 255
References 255
Appendix D: Using the TSP to Manage Programs 257
The Program Management Problem 258
Establishing Aggressive but Realistic Plans 259
Monitoring Program Status 266
Identifying and Resolving Issues 270
Managing Quality 275
Dealing with the Customer 281
Management’s Continuing Responsibilities 283
Summary 285
References 286
Appendix E: Sustaining the TSP 287
Why Continuous Improvement Is Important 287
Improvement Examples 288
Improvement Risks 291
The Principles of Lasting Improvement 293
Executive Financial Reviews 295
The Executive Quality Review 298
The Executive Role in Continuous Improvement 301
References 305
About the Authors 307
Index 311