This book contains best-selling author Watts Humphrey's practical insights on how to lead technical professionals. In this new book, he demonstrates the overriding importance of people to the success of any software project. He focuses particularly on the critical role of innovative people, and gives concrete advice on how to identify, motivate, and organize these people into highly productive teams.
(Each chapter concludes with Notes.
I. THE MANAGER AS LEADER. 1. Technical Leadership.
The Leader’s Goals.
The Leader’s Conviction.
Leaders and Their Followers.
Leading from Below.
The Leader’s Vision.
Leading Technical Professionals. 2. The Commitment Ethic.
The Elements of Commitment.
Making Responsible Commitments.
Commitments or Crusades?
Doing a Thorough Job.
Building the Commitment Ethic.
Commitment Ownership. 3. The Importance of Professionalism.
The Elements of Professionalism.
Reinventing the Wheel.
The Benefits of Awareness.
Knowledge: Only the Beginning.
Doing the Job the Right Way.
The Discipline of Visibility.
The Hard Work of Visibility.
Pride of Authorship.
The Benefits of Visibility.
Professionalism and Performance.
The Manager’s Role in Professionalism. 4. Respect for the Individual.
The Standard of Respect.
The Open Door Policy.
Peer Review Programs.
Establishing a Respectful Environment.
II. MANAGING TECHNICAL AND PROFESSIONAL PEOPLE. 5. The Goals of Engineers and Scientists.
Hierarchy of Needs.
Locals versus Cosmopolitans.
The Need for Influence. 6. The Changing Professional Career.
Evolving Professional Goals.
Age and Creativity.
Age and Performance.
Age and Motivation.
The Management-Employee Partnership.
Career Risks and Age.
Managing the Older Professional. 7. Motivating Technical and Professional People
The Power of Motivation.
Motivation and Technical Competence.
The Evolution of Management.
Building Task Maturity.
Building Relationship Maturity.
Motivating Technical Professionals.
The Manager’s Style. 8. Professional Discipline.
The Need for Discipline.
Examples of Disciplined Behavior.
The Importance of Discipline.
The Personal Software Process.
The Manager’s Role in Professional Discipline.
More Guidelines for Managers.
III. THE IDENTIFICATION AND DEVELOPMENT OF TALENTED PEOPLE. 9. Identifying Talented Professionals.
The Importance of Talent.
The Availability of Talent.
Characteristics of Technically Talented People Identifying.
The Tamed Rebel.
The Assessment Center. 10. Developing Technical Talent.
Technical Development Needs.
Continuing Management Contact.
Steps in Technical Development. 11. Developing Managerial Talent.
Management Development Objectives.
Starting the Development Process.
The Executive Personality.
The Product Development Executive.
The Manufacturing Executive.
The Development Plan.
Management Development Reviews.
Supporting Management Development.
The Professional Development Bureaucracy.
IV. INNOVATION. 12. The Importance of Innovation.
The Risk of Failure.
Reverse Engineering. 13. The Innovators.
The Nature of Creativity.
Imagination and Nerve.
V. INNOVATIVE TEAMS. 14. Team Structure.
Concepts of Team Structure.
Basic Team Structures.
Group Behavior. 15. Managing Innovative Teams.
The Needs of Creative Teams.
The Team Leader’s Style.
A Software Development Example.
The Manager’s Responsibility.
The Team’s Personal Needs.
Political versus Technical Solutions.
Crystallizing the Team.
A Technical Proposal Team.
Managing Team Conflict.
Intergroup Conflicts. 16. The Innovative Team Environment.
The Skunk Works.
Removing Inhibitors to Innovation.
Not Invented Here.
Maintaining an Innovative Environment. 17. Rewards and Recognition.
An Example Award Plan.
Industry Award Plans.
A Caution on Recognition Programs. 18. The Management Team.
The IBM Personal Computer.
The PC Junior.
Business Principles and Strategies.
Managing the Contention System.
A Decision a Minute.
Building the Management Team.
VI. THE ORGANIZATION. 19. Integration and Disintegration.
The Elements of Structure.
The Integrator’s Role.
The IBM FS System.
Structural Paralysis. 20. Managing Size.
The Problems of Size.
Span of Control.
Leadership Priorities. 21. Power and Politics.
The Nature of Power.
How Power Affects the User.
The Use and Abuse of Power.
The Power of Information.
Handling Power Relationships.
Fostering Adult Behavior.
The Distribution of Power.
Power and Political Behavior.
VII. MANAGING CHANGE. 22. Structural Change.
The Aging Organization. 23. The Change Process.
Resistance to Change.
Planning the Change.
Implementing the Change.
The Process Improvement Cycle. 24. Technical Assessment.
Looking Instead of Reacting.
The Software Engineering Institute Assessments.
VIII. STRATEGIES FOR MANAGING CHANGE. 25. Organizational Maturity.
Urgency versus Importance.
The Origins of Capability Maturity Models.
What Is a CMM?
Software Process Improvement.
Why Maturity Models Work.
Setting Improvement Priorities.
Using CMMs. 26. The People-Development Strategy.
Defining the Organization.
The Management Team.
The People-Capability Maturity Model (P-CMM).
The Empowered Organization. 27. The Process-Improvement Strategy.
The Power of Process Management.
The Need for Process Improvement.
The Improvement Road Map.
The Focus on Process Improvement.
Making Improvements. 28. Building for the Future.
Defining the Mission.
Visualizing Radical Change.
The IBM Hardware Business.
The Three Dimensions of Improvement.
Setting Intermediate Goals.
What Gets Tracked Gets Done.
Just Do It.
The Rewards of Leadership. Index. 0201545977T04062001