Leadership, Teamwork, and Trust: Building a Competitive Software Capability

Paperback (Print)
Used and New from Other Sellers
Used and New from Other Sellers
from $9.95
Usually ships in 1-2 business days
(Save 75%)
Other sellers (Paperback)
  • All (8) from $9.95   
  • New (4) from $21.99   
  • Used (4) from $9.95   

Overview

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.

Read More Show Less

Editorial Reviews

From the Publisher
“Watts Humphrey has always emphasized the importance of measurement in software development, and this theme has permeated his previous contributions in CMM, TSP, and PSP. Leadership, Teamwork, and Trust continues this mantra and compiles valuable lessons into principles and patterns that are consumable by executives and leaders. Measured improvement is the differentiator of successful projects and market-leading software organizations. If you want to learn to steer such endeavors, this book will provide some valuable insights.”

—Walker Royce

Vice President, Chief Software Economist

IBM

“How to successfully manage knowledge workers is definitely the first of the really big business management challenges of the twenty-first century. Now Watts Humphrey and James Over are able to show how improving leadership, teamwork, and trust are at the heart of what needs to be done and to explain exactly how empowerment, productivity, and profitability are deeply intertwined. This book provides expert guidance on how to reliably bring knowledge work in on time, on budget, and to the correct specification—something that the software engineering industry has been grappling with for decades. There is a better way, and this is it!”

—Mark Smith

Global Director of Quality (2000 to 2010) and former Senior Executive, Global PSQ,

and Certifications Director, Accenture

“Read this book if you’re a team leader, manager, or executive responsible for knowledge-working teams. Benchmark your own principles and practices for team motivation, high product quality, and sustained competitive results against industry leaders. Based on their extensive software industry experience, Watts Humphrey and Jim Over present the techniques that empower self-directed knowledge-working teams to produce superior work, both predictably and at the lowest cost. Software organizations will be compelled to try the Team Software Process (TSP), as we did in Microsoft IT with great success.”

—Aiden Wayne

Information Solutions General Manager

Microsoft Entertainment and Devices Division

“I want you to know that TSP is one of the most valuable innovations implemented in the Beckman Coulter product development process since I joined the company in 2002. Software has become increasingly important to the success of our instrument systems. And in our business, quality is the most important factor for success. TSP gives us a path to better development time to market and superior quality. We are true believers.”

—Scott Garrett

Chairman and Chief Executive Officer

Beckman Coulter, Inc.

“Stock exchanges are businesses that have been shaken in recent years by new regulations and unprecedented competition driven by technology. The Mexican Stock Exchange is no exception and is currently immersed in its most important process of business and technological transformation since its creation in the nineteenth century. Understanding that the competitiveness of the exchange will come mostly from its technology platform, we have recognized the value of knowledge work and its management challenges. We adopted TSP/PSP, with coaching from the Software Engineering Institute of Carnegie Mellon, for managing the execution of our most critical software projects. Results so far are very good, and we plan to gradually extend the TSP/PSP practice across the company.”

—Enrique Ibarra

Director, General Adjunto de Tecnologias del Grupo Bolsa Mexicana de Valores (Mexican Stock Exchange)

“Watts Humphrey has done more to advance the science of Software Quality Management than anyone I know. His work has had an immense, positive impact on how I lead software organizations. If you want software that is better quality, faster to the market, and cheaper to build, then Watts Humphrey and Jim Over have a tremendous amount of wisdom to share. Great stuff.”

—Michael J. Cullen

Vice President, Quality

Oracle Communications Global Business Unit

“I’m very impressed with the results of TSP in my organization. It is possible to see the difference made by applying these new knowledge-management methods. With TSP, you can adjust your processes, make them leaner, and obtain high-performance teams. This book is perfect guidance for all executives and managers who want to introduce those methods into their organizations.”

—Joao Barracose

Senior Manager, Development Systems

BBVA BANCOMER (Mexico)

“PSP and TSP have proved to be incredibly successful means for my engineering teams and managers to make and meet their business commitments. Getting high-quality automotive infotainment and head-unit software developed by geographically and culturally separated teams on increasingly tight schedules demands the disciplined engineering and management techniques outlined and referenced in this great new book!”

—Peter Abowd

President, Worldwide Automotive Business

Altia, Inc.

Read More Show Less

Product Details

Meet the Author

Watts S. Humphrey (1927–2010) was a senior fellow at the SEI, following a long career as a manager and executive at IBM. He was the founder of the SEI’s Software Process Program and primary author of the SEI’s software process maturity model, which evolved into CMMI. He also led development of the Personal Software Process (PSP) and the Team Software Process (TSP). In 2005, he was awarded the National Medal of Technology—the highest honor given by the president of the United States to America’s leading innovators. Humphrey’s publications include thirteen books.

James W. Over is manager of the SEI’s TSP Initiative and a senior member of the technical staff. Over has led the TSP Initiative since its inception and has received the SEI Director’s Award for Excellence, the SEI Software Engineering Process Management Director’s award for Quality Innovation, and an award from Boeing Corporation for innovation and leadership in software process improvement. He has more than thirty-five years of technical and management experience.

Read More Show Less

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

Read More Show Less

Customer Reviews

Be the first to write a review
( 0 )
Rating Distribution

5 Star

(0)

4 Star

(0)

3 Star

(0)

2 Star

(0)

1 Star

(0)

Your Rating:

Your Name: Create a Pen Name or

Barnes & Noble.com Review Rules

Our reader reviews allow you to share your comments on titles you liked, or didn't, with others. By submitting an online review, you are representing to Barnes & Noble.com that all information contained in your review is original and accurate in all respects, and that the submission of such content by you and the posting of such content by Barnes & Noble.com does not and will not violate the rights of any third party. Please follow the rules below to help ensure that your review can be posted.

Reviews by Our Customers Under the Age of 13

We highly value and respect everyone's opinion concerning the titles we offer. However, we cannot allow persons under the age of 13 to have accounts at BN.com or to post customer reviews. Please see our Terms of Use for more details.

What to exclude from your review:

Please do not write about reviews, commentary, or information posted on the product page. If you see any errors in the information on the product page, please send us an email.

Reviews should not contain any of the following:

  • - HTML tags, profanity, obscenities, vulgarities, or comments that defame anyone
  • - Time-sensitive information such as tour dates, signings, lectures, etc.
  • - Single-word reviews. Other people will read your review to discover why you liked or didn't like the title. Be descriptive.
  • - Comments focusing on the author or that may ruin the ending for others
  • - Phone numbers, addresses, URLs
  • - Pricing and availability information or alternative ordering information
  • - Advertisements or commercial solicitation

Reminder:

  • - By submitting a review, you grant to Barnes & Noble.com and its sublicensees the royalty-free, perpetual, irrevocable right and license to use the review in accordance with the Barnes & Noble.com Terms of Use.
  • - Barnes & Noble.com reserves the right not to post any review -- particularly those that do not follow the terms and conditions of these Rules. Barnes & Noble.com also reserves the right to remove any review at any time without notice.
  • - See Terms of Use for other conditions and disclaimers.
Search for Products You'd Like to Recommend

Recommend other products that relate to your review. Just search for them below and share!

Create a Pen Name

Your Pen Name is your unique identity on BN.com. It will appear on the reviews you write and other website activities. Your Pen Name cannot be edited, changed or deleted once submitted.

 
Your Pen Name can be any combination of alphanumeric characters (plus - and _), and must be at least two characters long.

Continue Anonymously

    If you find inappropriate content, please report it to Barnes & Noble
    Why is this product inappropriate?
    Comments (optional)