Leadership, Teamwork, and Trust Building a

Leadership, Teamwork, and Trustfirst discusses the critical importance of knowledge work to the success of modern organizations. It then explains concrete and necessary steps for reshaping the way in which software development, specifically, is conducted. A sequel to Humphreyrs"s influentialWinning 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 expands on his work as the driving force behind CMM, PSP, and TSP to address here the broader business community-executives and senior managers who must recognize that today, every business is a software business.

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.

Preface	p. xv
Acknowledgments	p. xxi
Creative Destruction	p. 1
Corporate Churn	p. 1
Knowledge Work	p. 3
The Urgency of Change	p. 4
The Softtek Story	p. 8
The Softtek Experience	p. 9
What Next?	p. 11
Summary and Conclusions	p. 12
References	p. 13
The Bureaucracy	p. 15
Why Organizations Need a Bureaucracy	p. 15
The Software Crisis	p. 16
The Quarksoft Story	p. 18
The Quarksoft Management System	p. 20
The Quarksoft Executive Team	p. 23
Managing the Bureaucracy	p. 26
Summary and Conclusions	p. 27
Knowledge Work	p. 29
The Nature of Knowledge Work	p. 30
Why Knowledge Work is Troublesome	p. 31
Why Customers Tolerate Shoddy Software Work	p. 32
Why Software's Problems Persist	p. 34
Is There a Better Way?	p. 34
A Knowledge-Working Team	p. 35
Team Accomplishments	p. 40
The Future of Knowledge Work	p. 42
Summary and Conclusions	p. 43
References	p. 44
Managing Knowledge Work	p. 45
Taylor's Management Principles	p. 46
The Modern Technical Workplace	p. 48
Modern Technical Work	p. 49
Modern Technical Workers	p. 50
The Principles of Managing Knowledge Work	p. 51
Trusting Knowledge Workers	p. 53
The Blame Culture	p. 56
The Need for Trust	p. 57
Trustworthy Knowledge-Working Teams	p. 58
Using Facts and Data	p. 59
Quality Must Be the Top Priority	p. 60
Team Leadership and Support	p. 61
Summary and Conclusions	p. 61
References	p. 62
Motivating Knowledge Workers	p. 65
Management and Worker Objectives	p. 65
The Nature of Team Motivation	p. 66
The Knowledge-Working Culture	p. 68
The Elements of Trust	p. 69
The Start-Up Problem	p. 70
Self-Management Tasks	p. 71
Making Cost, Schedule, and Quality Plans	p. 72
Recording Data	p. 75
Using an Operational Process	p. 76
Tracking and Reporting Progress	p. 79
Self-Management Training	p. 84
Overcoming Skepticism	p. 85
Summary and Conclusions	p. 86
References	p. 87
Motivating Knowledge-Working Teams	p. 89
Beckman Coulter	p. 89
Beckman Coulter's First TSP Team	p. 90
Team Commitment	p. 92
Management Behavior	p. 95
Building Self-Directed Teams	p. 97
Management Issues	p. 98
Management Style	p. 100
Summary and Conclusions	p. 104
Managing with Facts and Data	p. 107
Auditable Data	p. 107
Auditing TSP Data	p. 111
Using TSP Data	p. 112
Communicating with Data	p. 120
Summary and Conclusions	p. 122
References	p. 124
Managing Quality	p. 125
Make Quality the Top Priority	p. 125
The Software Quality Problem	p. 128
The Testing Problem	p. 132
Software Quality Economics	p. 136
The Quality Transformation	p. 139
The Beckman Coulter Team	p. 141
Summary and Conclusions	p. 142
References	p. 143
Leadership	p. 145
Goals	p. 147
Support	p. 152
Motivation	p. 155
Standards of Excellence	p. 156
Execution	p. 157
Summary and Conclusions	p. 158
References	p. 160
Will the TSP Work in My Organization?	p. 161
Appendix A Overview	p. 162
Who is Using the TSP?	p. 164
What Types of Applications Have Been Developed with the TSP?	p. 167
Will the TSP Support Our Projects and Teams?	p. 168
What Will It Cost to Implement the TSP?	p. 169
TSP Return on Investment	p. 171
How Long Will It Take to Implement the TSP?	p. 174
How Do I Get Started?	p. 176
Conclusion	p. 185
References	p. 185
Getting Started	p. 187
Appendix B Overview	p. 187
The TSP Introduction Strategy	p. 188
The Principles of Change Management	p. 190
Establishing the TSP Implementation Team	p. 194
Building a Strong Coaching Team	p. 199
The TSP Pilot Programs	p. 201
Implementing the TSP for a Project Team	p. 205
Training	p. 211
The TSP Launch Process	p. 214
Management's Role in the TSP Process	p. 218
Summary	p. 229
References	p. 230
Expanding TSP Use	p. 231
The Overall Implementation Strategy	p. 232
The Overall Rollout Plan	p. 232
Building Local Sponsorship	p. 237
Developing the Local Implementation Plan	p. 239
Building Coaching Capability	p. 240
Other Capability Requirements	p. 244
When and Where to Use the TSP	p. 245
Summary	p. 255
References	p. 255
Using the TSP to Manage Programs	p. 257
The Program Management Problem	p. 258
Establishing Aggressive but Realistic Plans	p. 259
Monitoring Program Status	p. 266
Identifying and Resolving Issues	p. 270
Managing Quality	p. 275
Dealing with the Customer	p. 281
Management's Continuing Responsibilities	p. 283
Summary	p. 285
References	p. 286
Sustaining the TSP	p. 287
Why Continuous Improvement Is Important	p. 287
Improvement Examples	p. 288
Improvement Risks	p. 291
The Principles of Lasting Improvement	p. 293
Executive Financial Reviews	p. 295
The Executive Quality Review	p. 298
The Executive Role in Continuous Improvement	p. 301
References	p. 305
About the Authors	p. 307
Index	p. 311
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Leadership, Teamwork, and Trust Building a Competitive Software Capability

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