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TSP(SM) Leading a Development Team

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TSP(SM) Leading a Development Team

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  • Copyright 2015
  • Dimensions: 6-1/4" x 9-1/4"
  • Pages: 336
  • Edition: 1st
  • eBook (Watermarked)
  • ISBN-10: 0-13-417185-3
  • ISBN-13: 978-0-13-417185-2

Leaders of software-development projects face many challenges. First, you must produce a quality product on schedule and on budget. Second, you must foster and encourage a cohesive, motivated, and smoothly operating team. And third, you must maintain a clear and consistent focus on short- and long-term goals, while exemplifying quality standards and showing confidence and enthusiasm for your team and its efforts. Most importantly, as a leader, you need to feel and act responsible for your team and everything that it does.

Accomplishing all these goals in a way that is rewarding for the leader and the team--while producing the results that management wants--is the motivation behind the Team Software Process (TSP). Developed by renowned quality expert Watts S. Humphrey, TSP is a set of new practices and team concepts that helps developers take the CMM and CMMI Capability Maturity Models to the next level. Not only does TSP help make software more secure, it results in an average production gain of 68 percent per project. Because of their quality, timeliness, and security, TSP-produced products can be ten to hundreds of times better than other hardware or software.

In this essential guide to TSP, Humphrey uses his vast industry experience to show leaders precisely how to lead teams of software engineers trained in the Personal Software Process (PSP). He explores all aspects of effective leadership and teamwork, including building the right team for the job, the TSP launch process, following the process to produce a quality product, project reviews, and capitalizing on both the leader's and team's capabilities. Humphrey also illuminates the differences between an ineffective leader and a superb one with the objective of helping you understand, anticipate, and correct the most common leadership failings before they undermine the team.

An extensive set of appendices provides additional detail on TSP team roles and shows you how to use an organization's communication and command networks to achieve team objectives.

Whether you are a new or an experienced team leader, TSPSM: Leading a Development Team provides invaluable examples, guidelines, and suggestions on how to handle the many issues you and your team face together.

Sample Content

Table of Contents



1. The Team Leader.

    What Management Expects

    What the Team Expects

    Management Priorities Versus Team Interests

    The Team's Goals

    Setting an Example


    The Leadership Attitude

    Taking Responsibility

    The Team Leader's Job


2. Leadership.

    Leadership Problems

    Symptoms of Poor Leadership

    The Fundamental Leadership Problem

    Leading Versus Managing

    Leaders Have Followers

    The Leader's Vision and Commitment

    The Leadership Attitude

    Transformational and Transactional Leadership

    Becoming a Leader

    Acting Like a Leader

    Leading from Below


3. Teams.

    What Is a Team?

    The Power of Teams

    Why Teams Are Needed

    The Nature of Self-Directed Teams

    Membership and Belonging

    Commitment to a Common Goal

    Owning the Process and Plan

    Skill and Discipline

    A Dedication to Excellence

    The Need for Leadership


4. Team Motivation.

    What Is Motivation?

    Goals and Motivation


    Sustaining Motivation

    Motivation and the Job

    Kinds of Motivation


    Building Motivation

    Sustaining Motivation



5. TSP Overview.

    The Team Leader's Objectives

    Meeting the Team Leader's Objectives

    Forming the Team

    Launching the Team



    Team Ownership


6. Team Formation.

    The Selection Process

    Inheriting Formed Teams

    Selection Criteria


    Team Players

    Potential Leaders


7. The TSP Team Launch.

    Launch Objectives


    TSP Launch Overview

    Launch Support

    Launch Preparation

    Leading a TSP Launch



8. Managing to the Plan.

    Following the Plan

    The First Crisis

    Dynamic Planning

    Changing Requirements

    Maintaining the Plan

    Workload Balancing

    Tracking Progress

    Assessing Status

    Getting Help


9. Maintaining Product Focus.

    Defining Success

    Setting and Maintaining Priorities

    Establishing Short-Term Goals

    Overcoming Obstacles

    Changing Direction

    Involving the Customer


10. Following the Process.

    Why It Is Important to Follow the Process

    The Logic for the PSP

    The Logic for the TSP

    Why It Is Hard to Follow a Process

    Starting to Use the Process

    Gathering and Recording Data

    Handling Process Problems

    Data-Related Problems

    Motivating Teams to Follow Their Defined Processes

    The Benefits of Following the Process


11. Managing Quality.

    What Is Quality?

    Why Is Quality Important?

    Why Manage Quality?

    The Principles of Quality Management

    The Quality Journey

    The TSP Quality Strategy

    Gathering Quality Data

    The Developer's Responsibility for Quality

    The Team's Responsibility for Quality

    Quality Management Methods

    Quality Reporting Considerations

    Quality Reviews



12. Management Support.

    Management Resistance

    Project Control

    Inadequate Resources

    PSP Training


    Defining Team Goals

    Team Planning


13. Reporting to Management.

    The Logic for Reporting

    What to Report

    Report Contents

    When to Report

    A Report Example

    Asking for Help


14. Protecting the Team.

    The Manager's Job

    Handling Requests

    Frequent Changes




    Data Confidentiality

    Balancing Priorities



15. Developing the Team.

    Assessing the Team

    Team Membership

    Team Goals

    Team Ownership

    Team Planning

    The Team Quality Commitment


16. Developing Team Members.

    Interests, Competence, and Motivation

    Challenging Work

    Task and Relationship Maturity

    Measuring and Evaluating People

    Handling Difficult Team Members

    Handling Poor Performers


17. Improving Team Performance.

    Motivating Improvement

    Improvement Goals

    Improvement Strategy and Process

    Improvement Plans and Resources

    Improvement Measures and Feedback

    The Elements of Benchmarking

    Benchmark Measures

    Dynamic Benchmarking

    Benchmarking Yourself


18. Being a Team Leader.

    What Is Leadership?

    Being a Leader or a Manager

    The Leadership Role

    Coaching While Leading

    The Challenges Ahead


Appendix A: Team Roles.

    What Roles Are

    Why Roles Are Needed

    Assigning Role Responsibilities

    The TSP Team-Member Roles

    Other Team-Member Roles

    Selecting Team Roles

    Coaching the Role Managers

    Role Manager Responsibilities


Appendix B: Networking.

    Organizational Networks

    Executive Style

    Working with the Coach

    Working with the SEPG

    Quality Assurance

    Configuration Management

    Independent Testing

    Staff and Support Groups

    Multi-Team Networks




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