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

Humphrey, Watts S./ Over, James W.

Addison-Wesley Professional（2010/12発売）

ただいまウェブストアではご注文を受け付けておりません。 ⇒古書を探す

製本 Paperback:紙装版/ペーパーバック版／ページ数 340 p.
言語 ENG
商品コード 9780321624505
DDC分類 005.0684

Full Description

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.

Preface xv Acknowledgments xxi Chapter 11Corporate Churn 1Knowledge Work 3The Urgency of Change 4The Softtek Story 8The Softtek Experience 9What Next? 11Summary and Conclusions 12References 13 Chapter 2: The Bureaucracy 15Why Organizations Need a Bureaucracy 15The Software Crisis 16The Quarksoft Story 18The Quarksoft Management System 20The Quarksoft Executive Team 23Managing the Bureaucracy 26Summary and Conclusions 27 Chapter 3: Knowledge Work 29The Nature of Knowledge Work 30Why Knowledge Work Is Troublesome 31Why Customers Tolerate Shoddy Software Work 32Why Software's Problems Persist 34Is There a Better Way? 34A Knowledge-Working Team 35Team Accomplishments 40The Future of Knowledge Work 42Summary and Conclusions 43References 44 Chapter 4: Managing Knowledge Work 45Taylor's Management Principles 46The Modern Technical Workplace 48Modern Technical Work 49Modern Technical Workers 50The Principles of Managing Knowledge Work 51Trusting Knowledge Workers 53The Blame Culture 56The Need for Trust 57Trustworthy Knowledge-Working Teams 58Using Facts and Data 59Quality Must Be the Top Priority 60Team Leadership and Support 61Summary and Conclusions 61References 62 Chapter 5: Motivating Knowledge Workers 65Management and Worker Objectives 65The Nature of Team Motivation 66The Knowledge-Working Culture 68The Elements of Trust 69The Start-Up Problem 70Self-Management Tasks 71Making Cost, Schedule, and Quality Plans 72Recording Data 75Using an Operational Process 76Tracking and Reporting Progress 79Self-Management Training 84Overcoming Skepticism 85Summary and Conclusions 86References 87 Chapter 6: Motivating Knowledge-Working Teams 89Beckman Coulter 89Beckman Coulter's First TSP Team 90Team Commitment 92Management Behavior 95Building Self-Directed Teams 97Management Issues 98Management Style 100Summary and Conclusions 104 Chapter 7: Managing with Facts and Data 107Auditable Data 107Auditing TSP Data 111Using TSP Data 112Communicating with Data 120Summary and Conclusions 122References 124 Chapter 8: Managing Quality 125Make Quality the Top Priority 125The Software Quality Problem 128The Testing Problem 132Software Quality Economics 136The Quality Transformation 139The Beckman Coulter Team 141Summary and Conclusions 142References 143 Chapter 9: Leadership 145Goals 147Support 152Motivation 155Standards of Excellence 156Execution 157Summary and Conclusions 158References 160 Appendix A: Will the TSP Work in My Organization? 161Appendix A Overview 162Who Is Using the TSP? 164What Types of Applications Have Been Developed with the TSP? 167Will the TSP Support Our Projects and Teams? 168What Will It Cost to Implement the TSP? 169TSP Return on Investment 171How Long Will It Take to Implement the TSP? 174How Do I Get Started? 176Conclusion 185References 185 Appendix B: Getting Started 187Appendix B Overview 187The TSP Introduction Strategy 188The Principles of Change Management 190Establishing the TSP Implementation Team 194Building a Strong Coaching Team 199The TSP Pilot Programs 201Implementing the TSP for a Project Team 205Training 211The TSP Launch Process 214Management's Role in the TSP Process 218Summary 229References 230 Appendix C: Expanding TSP Use 231The Overall Implementation Strategy 232The Overall Rollout Plan 232Building Local Sponsorship 237Developing the Local Implementation Plan 239Building Coaching Capability 240Other Capability Requirements 244When and Where to Use the TSP 245Summary 255References 255 Appendix D: Using the TSP to Manage Programs 257The Program Management Problem 258Establishing Aggressive but Realistic Plans 259Monitoring Program Status 266Identifying and Resolving Issues 270Managing Quality 275Dealing with the Customer 281Management's Continuing Responsibilities 283Summary 285References 286 Appendix E: Sustaining the TSP 287Why Continuous Improvement Is Important 287Improvement Examples 288Improvement Risks 291The Principles of Lasting Improvement 293Executive Financial Reviews 295The Executive Quality Review 298The Executive Role in Continuous Improvement 301References 305 About the Authors 307Index 311