Leadership, teamwork, and trust : building a competitive software capability

著者

書誌事項

Leadership, teamwork, and trust : building a competitive software capability

Watts S. Humphrey, James W. Over

Addison-Wesley, c2011

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注記

Includes bibliographical references and index

内容説明・目次

内容説明

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.

目次

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

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