Leadership, Teamwork, and Trust: Building a Competitive Software Capability
- By Watts S. Humphrey, James W. Over
- Published Dec 30, 2010 by Addison-Wesley Professional. Part of the SEI Series in Software Engineering series.
- Copyright 2011
- Dimensions: 6-1/4" x 9-1/8"
- Pages: 368
- Edition: 1st
- ISBN-10: 0-321-62450-5
- ISBN-13: 978-0-321-62450-5
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Product Author Bios
Watts S. Humphrey is a senior fellow at the SEI. He is the founder of the SEI’s Software Process Program and primary author of the SEI’s software process maturity model, which evolved into Capability Maturity Model Integration (CMMI). He has 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 13 books.
James W. Over is manager of the TSP Initiative and is a senior member of the technical staff for the Software Engineering Process Management Program. Over has led the SEI’s TSP Initiative since its inception and has received the SEI Director’s Award for Excellence, the SEPM Director’s award for Quality Innovation, and an award from Boeing Corporation for innovation and leadership in software process improvement. He has more than 35 years of technical and management experience, and he is the coauthor of several SEI publications on software process definition and improvement.
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.
Please visit the companion site at http://www.sei.cmu.edu.
2 of 2 people found the following review helpful
A must read for senior executive,
This review is from: Leadership, Teamwork, and Trust: Building a Competitive Software Capability (SEI Series in Software Engineering) (Paperback)As stated on the back cover of the book, Watts Humphrey's last book, written with long time collaborator Jim Over is a sequel to "Winning with software" written 12 years before. Like its predecessor, this book is addressed to upper management. It is crisp, direct, business (not process) centric and can be read in less than 4 hours (I read the 163 pages up to the appendix A in 3h and 19mn exactly). The implementation details choke full 149 pages of appendices (answering the "now what" questions) can be read in about the same time. Quotes from key management leaders (Druker, Covey, Schumpeter, Friedman, Juran, etc.) and highly practical case studies from companies in several countries are used to show the importance of correctly managing knowledge workers (and NOT only software personnel). Not surprisingly, the management and psychological concepts described are based on Watts' life work, dominated by his later development of Personal Software Process (PSP) and Team Software Process... Read more
Nothing more than a cheaply produced infomercial,
This review is from: Leadership, Teamwork, and Trust: Building a Competitive Software Capability (SEI Series in Software Engineering) (Paperback)This book is nothing more than promotional material for a series of paid certification classes in yet another software methodology: "TSP".
I'd devoted a couple hours of my life wading through what I can only describe as mercilessly redundant anecdotes. At the turn of each page I breathlessly anticipated the inevitable functional description of what TSP is, how it works, and why it works. Except, no such description is included. This, of course, is odd, because the sum total of the 305 pages is promotional material for TSP- consisting largely of unsubstantiated assertions of its nearly magical benefits.
I can't opine on the merits of TSP (I understand no more about it after having read this book than before). This book, however, is rubbish.
Mr. Watts, Mr. Over- if you're reading this, I'd like a refund on both your book and my time.
1 of 3 people found the following review helpful
TSP, TSP, TSP,
This review is from: Leadership, Teamwork, and Trust: Building a Competitive Software Capability (SEI Series in Software Engineering) (Paperback)"Leadership, Teamwork and Trust" is the original Watts Humphrey's last book. While I knew both the authors were heavily involved in TSP (Team Software Process), I wasn't expecting a book on TSP. You'd think something like that would be mentioned on the cover.
The book has two parts. Nine chapters (160 pages) of examples, points and content. And 5 chapters (144 pages) of appendices about TSP. That's almost half the book! The appendices weren't bad; they just caught me by surprise.
Back to the part of the book that wasn't about TSP. I liked the mix of stories and points. Some stories were like mini-case studies. Some parts really drew me in such as in chapter 4 on how we differ from unskilled laborers and why management really needs to as well. It included the relationship between money/motivation and trust/blame. I also particularly liked chapter 7 on not using metrics against people so as to not taint the data you get back.
Did I mention that part... Read more
› See all 3 customer reviews...
Online Sample Chapter
Table of Contents
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
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
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
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
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
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
Chapter 9: Leadership 145
Standards of Excellence 156
Summary and Conclusions 158
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
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
The TSP Launch Process 214
Management’s Role in the TSP Process 218
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
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
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
About the Authors 307
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