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Other titles in the SEI Series in Software Engineering series:

Leadership, Teamwork, and Trust: Building a Competitive Software Capability (SEI Series in Software Engineering)

by and

Leadership, Teamwork, and Trust: Building a Competitive Software Capability (SEI Series in Software Engineering) Cover

 

Synopses & Reviews

Publisher Comments:

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.

Book News Annotation:

Intended for executives and managers in technology dependent businesses, this volume describes techniques for the management of software in an enterprise environment. Differentiating between traditional management strategies and the management of knowledge work and knowledge workers, the authors outline a variety of tactics culled from software engineering development and management that can be applied to any increasingly software dependent business. The work includes several appendices that provide step-by-step instructions for applying the management strategies described. Humphrey and Over are senior managers with the Software Engineering Institute at Carnegie Melon University. Annotation ©2011 Book News, Inc., Portland, OR (booknews.com)

Synopsis:

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.

About 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.

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

Product Details

ISBN:
9780321624505
Author:
Humphrey, Watts S. And James W. Over.
Publisher:
Addison-Wesley Professional
Author:
Over, James W.
Author:
Humphrey, Watts S.
Subject:
Software Development & Engineering - General
Subject:
Software Engineering-General
Subject:
Programming - Software Development
Copyright:
Edition Description:
Trade paper
Series:
SEI Series in Software Engineering
Publication Date:
20101231
Binding:
TRADE PAPER
Language:
English
Pages:
368
Dimensions:
9.1 x 6.24 x 0.754 in 515 gr

Related Subjects

Computers and Internet » Software Engineering » General
Computers and Internet » Software Engineering » Project Management
Computers and Internet » Software Engineering » Software Management
Health and Self-Help » Self-Help » General
History and Social Science » Archaeology » General
History and Social Science » US History » Social and Economic History
Science and Mathematics » Chemistry » General

Leadership, Teamwork, and Trust: Building a Competitive Software Capability (SEI Series in Software Engineering) New Trade Paper
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Product details 368 pages Addison-Wesley Professional - English 9780321624505 Reviews:
"Synopsis" by , 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.

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