Overview

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.

Full Product Details

Author:   Watts S. Humphrey ,  James W. Over
Publisher:   Pearson Education (US)
Imprint:   Addison-Wesley Educational Publishers Inc
Dimensions:   Width: 22.90cm , Height: 1.90cm , Length: 16.10cm
Weight:   0.516kg
ISBN:  

9780321624505

ISBN 10:   0321624505
Pages:   368
Publication Date:   27 January 2011
Audience:   Professional and scholarly ,  Professional & Vocational
Format:   Paperback
Publisher's Status:   Out of Print
Availability:   Awaiting stock  

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

Reviews

Watts Humphrey has done more to advance the science of Software Quality Management than anyone I know. His work has had an immense, positive impact on how I lead software organizations. If you want software that is better quality, faster to the market, and cheaper to build, then Watts Humphrey and Jim Over have a tremendous amount of wisdom to share. Great stuff. --Michael J. Cullen, Vice President, Quality, Oracle Communications Global Business Unit How to successfully manage knowledge workers is definitely the first of the really big business management challenges of the 21st century. Now Watts Humphrey and James Over are able to show how improving leadership, teamwork, and trust are at the heart of what needs to be done and to explain exactly how empowerment, productivity, and profitability are deeply intertwined. This book provides expert guidance on how to reliably bring knowledge work in on time, on budget, and to the correct specification-- something that the software engineering industry has been grappling with for decades. There is a better way, and this is it! --Mark Smith, Global Director of Quality (2000 to 2010), and former Senior Executive, Global PSQ and Certifications Director, Accenture Read this book if you're a team leader, manager, or executive responsible for knowledge-working teams. Benchmark your own principles and practices for team motivation, high product quality, and sustained competitive results against industry leaders. Based on their extensive software industry experience, Watts Humphrey and Jim Over present the techniques that empower self-directed knowledge-working teams to produce superior work, both predictably and at the lowest cost. Software organizations will be compelled to try the Team Software Process (TSP), as we did in Microsoft IT with great success. --Aiden Wayne, Information Solutions General Manager, Microsoft Entertainment and Devices Division I want you to know that TSP is one of the most valuable innovations implemented in the Beckman Coulter product development process since I joined the company in 2002. Software has become increasingly important to the success of our instrument systems. And in our business, quality is the most important factor for success. TSP gives us a path to better development time to market and superior quality. We are true believers. --Scott Garrett, Chairman and Chief Executive Officer, Beckman Coulter, Inc.

Watts Humphrey has always emphasized the importance of measurement in software development, and this theme has permeated his previous contributions in CMM, TSP, and PSP. Leadership, Teamwork, and Trust continues this mantra and compiles valuable lessons into principles and patterns that are consumable by executives and leaders. Measured improvement is the differentiator of successful projects and market-leading software organizations. If you want to learn to steer such endeavors, this book will provide some valuable insights. -Walker RoyceVice President, Chief Software EconomistIBM How to successfully manage knowledge workers is definitely the first of the really big business management challenges of the twenty-first century. Now Watts Humphrey and James Over are able to show how improving leadership, teamwork, and trust are at the heart of what needs to be done and to explain exactly how empowerment, productivity, and profitability are deeply intertwined. This book provides expert guidance on how to reliably bring knowledge work in on time, on budget, and to the correct specification-something that the software engineering industry has been grappling with for decades. There is a better way, and this is it! -Mark SmithGlobal Director of Quality (2000 to 2010) and former Senior Executive, Global PSQ,and Certifications Director, Accenture Read this book if you're a team leader, manager, or executive responsible for knowledge-working teams. Benchmark your own principles and practices for team motivation, high product quality, and sustained competitive results against industry leaders. Based on their extensive software industry experience, Watts Humphrey and Jim Over present the techniques that empower self-directed knowledge-working teams to produce superior work, both predictably and at the lowest cost. Software organizations will be compelled to try the Team Software Process (TSP), as we did in Microsoft IT with great success. -Aiden WayneInformation Solutions General ManagerMicrosoft Entertainment and Devices Division I want you to know that TSP is one of the most valuable innovations implemented in the Beckman Coulter product development process since I joined the company in 2002. Software has become increasingly important to the success of our instrument systems. And in our business, quality is the most important factor for success. TSP gives us a path to better development time to market and superior quality. We are true believers. -Scott GarrettChairman and Chief Executive OfficerBeckman Coulter, Inc. Stock exchanges are businesses that have been shaken in recent years by new regulations and unprecedented competition driven by technology. The Mexican Stock Exchange is no exception and is currently immersed in its most important process of business and technological transformation since its creation in the nineteenth century. Understanding that the competitiveness of the exchange will come mostly from its technology platform, we have recognized the value of knowledge work and its management challenges. We adopted TSP/PSP, with coaching from the Software Engineering Institute of Carnegie Mellon, for managing the execution of our most critical software projects. Results so far are very good, and we plan to gradually extend the TSP/PSP practice across the company. -Enrique IbarraDirector, General Adjunto de Tecnologias del Grupo Bolsa Mexicana de Valores (Mexican Stock Exchange) Watts Humphrey has done more to advance the science of Software Quality Management than anyone I know. His work has had an immense, positive impact on how I lead software organizations. If you want software that is better quality, faster to the market, and cheaper to build, then Watts Humphrey and Jim Over have a tremendous amount of wisdom to share. Great stuff. -Michael J. CullenVice President, QualityOracle Communications Global Business Unit I'm very impressed with the results of TSP in my organization. It is possible to see the difference made by applying these new knowledge-management methods. With TSP, you can adjust your processes, make them leaner, and obtain high-performance teams. This book is perfect guidance for all executives and managers who want to introduce those methods into their organizations. -Joao BarracoseSenior Manager, Development SystemsBBVA BANCOMER (Mexico) PSP and TSP have proved to be incredibly successful means for my engineering teams and managers to make and meet their business commitments. Getting high-quality automotive infotainment and head-unit software developed by geographically and culturally separated teams on increasingly tight schedules demands the disciplined engineering and management techniques outlined and referenced in this great new book! -Peter AbowdPresident, Worldwide Automotive BusinessAltia, Inc.

Watts Humphrey has always emphasized the importance of measurement in software development, and this theme has permeated his previous contributions in CMM, TSP, and PSP. Leadership, Teamwork, and Trust continues this mantra and compiles valuable lessons into principles and patterns that are consumable by executives and leaders. Measured improvement is the differentiator of successful projects and market-leading software organizations. If you want to learn to steer such endeavors, this book will provide some valuable insights. -Walker Royce Vice President, Chief Software Economist IBM How to successfully manage knowledge workers is definitely the first of the really big business management challenges of the twenty-first century. Now Watts Humphrey and James Over are able to show how improving leadership, teamwork, and trust are at the heart of what needs to be done and to explain exactly how empowerment, productivity, and profitability are deeply intertwined. This book provides expert guidance on how to reliably bring knowledge work in on time, on budget, and to the correct specification-something that the software engineering industry has been grappling with for decades. There is a better way, and this is it! -Mark Smith Global Director of Quality (2000 to 2010) and former Senior Executive, Global PSQ, and Certifications Director, Accenture Read this book if you're a team leader, manager, or executive responsible for knowledge-working teams. Benchmark your own principles and practices for team motivation, high product quality, and sustained competitive results against industry leaders. Based on their extensive software industry experience, Watts Humphrey and Jim Over present the techniques that empower self-directed knowledge-working teams to produce superior work, both predictably and at the lowest cost. Software organizations will be compelled to try the Team Software Process (TSP), as we did in Microsoft IT with great success. -Aiden Wayne Information Solutions General Manager Microsoft Entertainment and Devices Division I want you to know that TSP is one of the most valuable innovations implemented in the Beckman Coulter product development process since I joined the company in 2002. Software has become increasingly important to the success of our instrument systems. And in our business, quality is the most important factor for success. TSP gives us a path to better development time to market and superior quality. We are true believers. -Scott Garrett Chairman and Chief Executive Officer Beckman Coulter, Inc. Stock exchanges are businesses that have been shaken in recent years by new regulations and unprecedented competition driven by technology. The Mexican Stock Exchange is no exception and is currently immersed in its most important process of business and technological transformation since its creation in the nineteenth century. Understanding that the competitiveness of the exchange will come mostly from its technology platform, we have recognized the value of knowledge work and its management challenges. We adopted TSP/PSP, with coaching from the Software Engineering Institute of Carnegie Mellon, for managing the execution of our most critical software projects. Results so far are very good, and we plan to gradually extend the TSP/PSP practice across the company. -Enrique Ibarra Director, General Adjunto de Tecnologias del Grupo Bolsa Mexicana de Valores (Mexican Stock Exchange) Watts Humphrey has done more to advance the science of Software Quality Management than anyone I know. His work has had an immense, positive impact on how I lead software organizations. If you want software that is better quality, faster to the market, and cheaper to build, then Watts Humphrey and Jim Over have a tremendous amount of wisdom to share. Great stuff. -Michael J. Cullen Vice President, Quality Oracle Communications Global Business Unit I'm very impressed with the results of TSP in my organization. It is possible to see the difference made by applying these new knowledge-management methods. With TSP, you can adjust your processes, make them leaner, and obtain high-performance teams. This book is perfect guidance for all executives and managers who want to introduce those methods into their organizations. -Joao Barracose Senior Manager, Development Systems BBVA BANCOMER (Mexico) PSP and TSP have proved to be incredibly successful means for my engineering teams and managers to make and meet their business commitments. Getting high-quality automotive infotainment and head-unit software developed by geographically and culturally separated teams on increasingly tight schedules demands the disciplined engineering and management techniques outlined and referenced in this great new book! -Peter Abowd President, Worldwide Automotive Business Altia, Inc.

Watts Humphrey has always emphasized the importance of measurement in software development, and this theme has permeated his previous contributions in CMM, TSP, and PSP. Leadership, Teamwork, and Trust continues this mantra and compiles valuable lessons into principles and patterns that are consumable by executives and leaders. Measured improvement is the differentiator of successful projects and market-leading software organizations. If you want to learn to steer such endeavors, this book will provide some valuable insights. --Walker Royce Vice President, Chief Software Economist IBM How to successfully manage knowledge workers is definitely the first of the really big business management challenges of the twenty-first century. Now Watts Humphrey and James Over are able to show how improving leadership, teamwork, and trust are at the heart of what needs to be done and to explain exactly how empowerment, productivity, and profitability are deeply intertwined. This book provides expert guidance on how to reliably bring knowledge work in on time, on budget, and to the correct specification--something that the software engineering industry has been grappling with for decades. There is a better way, and this is it! --Mark Smith Global Director of Quality (2000 to 2010) and former Senior Executive, Global PSQ, and Certifications Director, Accenture Read this book if you're a team leader, manager, or executive responsible for knowledge-working teams. Benchmark your own principles and practices for team motivation, high product quality, and sustained competitive results against industry leaders. Based on their extensive software industry experience, Watts Humphrey and Jim Over present the techniques that empower self-directed knowledge-working teams to produce superior work, both predictably and at the lowest cost. Software organizations will be compelled to try the Team Software Process (TSP), as we did in Microsoft IT with great success. --Aiden Wayne Information Solutions General Manager Microsoft Entertainment and Devices Division I want you to know that TSP is one of the most valuable innovations implemented in the Beckman Coulter product development process since I joined the company in 2002. Software has become increasingly important to the success of our instrument systems. And in our business, quality is the most important factor for success. TSP gives us a path to better development time to market and superior quality. We are true believers. --Scott Garrett Chairman and Chief Executive Officer Beckman Coulter, Inc. Stock exchanges are businesses that have been shaken in recent years by new regulations and unprecedented competition driven by technology. The Mexican Stock Exchange is no exception and is currently immersed in its most important process of business and technological transformation since its creation in the nineteenth century. Understanding that the competitiveness of the exchange will come mostly from its technology platform, we have recognized the value of knowledge work and its management challenges. We adopted TSP/PSP, with coaching from the Software Engineering Institute of Carnegie Mellon, for managing the execution of our most critical software projects. Results so far are very good, and we plan to gradually extend the TSP/PSP practice across the company. --Enrique Ibarra Director, General Adjunto de Tecnologias del Grupo Bolsa Mexicana de Valores (Mexican Stock Exchange) Watts Humphrey has done more to advance the science of Software Quality Management than anyone I know. His work has had an immense, positive impact on how I lead software organizations. If you want software that is better quality, faster to the market, and cheaper to build, then Watts Humphrey and Jim Over have a tremendous amount of wisdom to share. Great stuff. --Michael J. Cullen Vice President, Quality Oracle Communications Global Business Unit I'm very impressed with the results of TSP in my organization. It is possible to see the difference made by applying these new knowledge-management methods. With TSP, you can adjust your processes, make them leaner, and obtain high-performance teams. This book is perfect guidance for all executives and managers who want to introduce those methods into their organizations. --Joao Barracose Senior Manager, Development Systems BBVA BANCOMER (Mexico) PSP and TSP have proved to be incredibly successful means for my engineering teams and managers to make and meet their business commitments. Getting high-quality automotive infotainment and head-unit software developed by geographically and culturally separated teams on increasingly tight schedules demands the disciplined engineering and management techniques outlined and referenced in this great new book! --Peter Abowd President, Worldwide Automotive Business Altia, Inc.

Watts Humphrey has always emphasized the importance of measurement in software development, and this theme has permeated his previous contributions in CMM, TSP, and PSP. Leadership, Teamwork, and Trust continues this mantra and compiles valuable lessons into principles and patterns that are consumable by executives and leaders. Measured improvement is the differentiator of successful projects and market-leading software organizations. If you want to learn to steer such endeavors, this book will provide some valuable insights. --Walker Royce Vice President, Chief Software Economist IBM How to successfully manage knowledge workers is definitely the first of the really big business management challenges of the twenty-first century. Now Watts Humphrey and James Over are able to show how improving leadership, teamwork, and trust are at the heart of what needs to be done and to explain exactly how empowerment, productivity, and profitability are deeply intertwined. This book provides expert guidance on how to reliably bring knowledge work in on time, on budget, and to the correct specification--something that the software engineering industry has been grappling with for decades. There is a better way, and this is it! --Mark Smith Global Director of Quality (2000 to 2010) and former Senior Executive, Global PSQ, and Certifications Director, Accenture Read this book if you're a team leader, manager, or executive responsible for knowledge-working teams. Benchmark your own principles and practices for team motivation, high product quality, and sustained competitive results against industry leaders. Based on their extensive software industry experience, Watts Humphrey and Jim Over present the techniques that empower self-directed knowledge-working teams to produce superior work, both predictably and at the lowest cost. Software organizations will be compelled to try the Team Software Process (TSP), as we did in Microsoft IT with great success. --Aiden Wayne Information Solutions General Manager Microsoft Entertainment and Devices Division I want you to know that TSP is one of the most valuable innovations implemented in the Beckman Coulter product development process since I joined the company in 2002. Software has become increasingly important to the success of our instrument systems. And in our business, quality is the most important factor for success. TSP gives us a path to better development time to market and superior quality. We are true believers. --Scott Garrett Chairman and Chief Executive Officer Beckman Coulter, Inc. Stock exchanges are businesses that have been shaken in recent years by new regulations and unprecedented competition driven by technology. The Mexican Stock Exchange is no exception and is currently immersed in its most important process of business and technological transformation since its creation in the nineteenth century. Understanding that the competitiveness of the exchange will come mostly from its technology platform, we have recognized the value of knowledge work and its management challenges. We adopted TSP/PSP, with coaching from the Software Engineering Institute of Carnegie Mellon, for managing the execution of our most critical software projects. Results so far are very good, and we plan to gradually extend the TSP/PSP practice across the company. --Enrique Ibarra Director, General Adjunto de Tecnologias del Grupo Bolsa Mexicana de Valores (Mexican Stock Exchange) Watts Humphrey has done more to advance the science of Software Quality Management than anyone I know. His work has had an immense, positive impact on how I lead software organizations. If you want software that is better quality, faster to the market, and cheaper to build, then Watts Humphrey and Jim Over have a tremendous amount of wisdom to share. Great stuff. --Michael J. Cullen Vice President, Quality Oracle Communications Global Business Unit I'm very impressed with the results of TSP in my organization. It is possible to see the difference made by applying these new knowledge-management methods. With TSP, you can adjust your processes, make them leaner, and obtain high-performance teams. This book is perfect guidance for all executives and managers who want to introduce those methods into their organizations. --Joao Barracose Senior Manager, Development Systems BBVA BANCOMER (Mexico) PSP and TSP have proved to be incredibly successful means for my engineering teams and managers to make and meet their business commitments. Getting high-quality automotive infotainment and head-unit software developed by geographically and culturally separated teams on increasingly tight schedules demands the disciplined engineering and management techniques outlined and referenced in this great new book! --Peter Abowd President, Worldwide Automotive Business Altia, Inc.

Author Information

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.

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