Cover -- Contents -- Preface -- Acknowledgments -- Chapter 1 Creative Destruction -- Corporate Churn -- Knowledge Work -- The Urgency of Change -- The Softtek Story -- The Softtek Experience -- What Next? -- Summary and Conclusions -- References -- Chapter 2 The Bureaucracy -- Why Organizations Need a Bureaucracy -- The Software Crisis -- The Quarksoft Story -- The Quarksoft Management System -- The Quarksoft Executive Team -- Managing the Bureaucracy -- Summary and Conclusions -- Chapter 3 Knowledge Work -- The Nature of Knowledge Work -- Why Knowledge Work Is Troublesome -- Why Customers Tolerate Shoddy Software Work -- Why Software's Problems Persist -- Is There a Better Way? -- A Knowledge-Working Team -- Team Accomplishments -- The Future of Knowledge Work -- Summary and Conclusions -- References -- Chapter 4 Managing Knowledge Work -- Taylor's Management Principles -- The Modern Technical Workplace -- Modern Technical Work -- Modern Technical Workers -- The Principles of Managing Knowledge Work -- Trusting Knowledge Workers -- The Blame Culture -- The Need for Trust -- Trustworthy Knowledge-Working Teams -- Using Facts and Data -- Quality Must Be the Top Priority -- Team Leadership and Support -- Summary and Conclusions -- References -- Chapter 5 Motivating Knowledge Workers -- Management and Worker Objectives -- The Nature of Team Motivation -- The Knowledge-Working Culture -- The Elements of Trust -- The Start-Up Problem -- Self-Management Tasks -- Making Cost, Schedule, and Quality Plans -- Recording Data -- Using an Operational Process -- Tracking and Reporting Progress -- Self-Management Training -- Overcoming Skepticism -- Summary and Conclusions -- References -- Chapter 6 Motivating Knowledge-Working Teams -- Beckman Coulter -- Beckman Coulter's First TSP Team -- Team Commitment -- Management Behavior -- Building Self-Directed Teams.

Management Issues -- Management Style -- Summary and Conclusions -- Chapter 7 Managing with Facts and Data -- Auditable Data -- Auditing TSP Data -- Using TSP Data -- Communicating with Data -- Summary and Conclusions -- References -- Chapter 8 Managing Quality -- Make Quality the Top Priority -- The Software Quality Problem -- The Testing Problem -- Software Quality Economics -- The Quality Transformation -- The Beckman Coulter Team -- Summary and Conclusions -- References -- Chapter 9 Leadership -- Goals -- Support -- Motivation -- Standards of Excellence -- Execution -- Summary and Conclusions -- References -- Appendix A: Will the TSP Work in My Organization? -- Appendix A Overview -- Who Is Using the TSP? -- What Types of Applications Have Been Developed with the TSP? -- Will the TSP Support Our Projects and Teams? -- What Will It Cost to Implement the TSP? -- TSP Return on Investment -- How Long Will It Take to Implement the TSP? -- How Do I Get Started? -- Conclusion -- References -- Appendix B: Getting Started -- Appendix B Overview -- The TSP Introduction Strategy -- The Principles of Change Management -- Establishing the TSP Implementation Team -- Building a Strong Coaching Team -- The TSP Pilot Programs -- Implementing the TSP for a Project Team -- Training -- The TSP Launch Process -- Management's Role in the TSP Process -- Summary -- References -- Appendix C: Expanding TSP Use -- The Overall Implementation Strategy -- The Overall Rollout Plan -- Building Local Sponsorship -- Developing the Local Implementation Plan -- Building Coaching Capability -- Other Capability Requirements -- When and Where to Use the TSP -- Summary -- References -- Appendix D: Using the TSP to Manage Programs -- The Program Management Problem -- Establishing Aggressive but Realistic Plans -- Monitoring Program Status -- Identifying and Resolving Issues.

Managing Quality -- Dealing with the Customer -- Management's Continuing Responsibilities -- Summary -- References -- Appendix E: Sustaining the TSP -- Why Continuous Improvement Is Important -- Improvement Examples -- Improvement Risks -- The Principles of Lasting Improvement -- Executive Financial Reviews -- The Executive Quality Review -- The Executive Role in Continuous Improvement -- References -- About the Authors -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- X -- Y -- Z.

Leadership, Teamwork, and Trust first 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 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 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.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2019. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.