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Description Back Cover Contents Features Author Description
Leaders of software-development projects face many challenges. First, you must produce a quality product on schedule and on budget. Second, you must foster and encourage a cohesive, motivated, and smoothly operating team. And third, you must maintain a clear and consistent focus on short- and long-term goals, while exemplifying quality standards and showing confidence and enthusiasm for your team and its efforts. Most importantly, as a leader, you need to feel and act responsible for your team and everything that it does. Accomplishing all these goals in a way that is rewarding for the leader and the team--while producing the results that management wants--is the motivation behind the Team Software Process (TSP). Developed by renowned quality expert Watts S. Humphrey, TSP is a set of new practices and team concepts that helps developers take the CMM and CMMI Capability Maturity Models to the next level. Not only does TSP help make software more secure, it results in an average production gain of 68 percent per project. Because of their quality, timeliness, and security, TSP-produced products can be ten to hundreds of times better than other hardware or software. In this essential guide to TSP, Humphrey uses his vast industry experience to show leaders precisely how to lead teams of software engineers trained in the Personal Software Process (PSP). He explores all aspects of effective leadership and teamwork, including building the right team for the job, the TSP launch process, following the process to produce a quality product, project reviews, and capitalizing on both the leader's and team's capabilities. Humphrey also illuminates the differences between an ineffective leader and a superb one with the objective of helping you understand, anticipate, and correct the most common leadership failings before they undermine the team. An extensive set of appendices provides additional detail on TSP team roles and shows you how to use an organization's communication and command networks to achieve team objectives. Whether you are a new or an experienced team leader, TSPSM: Leading a Development Team provides invaluable examples, guidelines, and suggestions on how to handle the many issues you and your team face together.
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Leaders of software-development projects face many challenges. First, you must produce a quality product on schedule and on budget. Second, you must foster and encourage a cohesive, motivated, and smoothly operating team. And third, you must maintain a clear and consistent focus on short- and long-term goals, while exemplifying quality standards and showing confidence and enthusiasm for your team and its efforts. Most importantly, as a leader, you need to feel and act responsible for your team and everything that it does. Accomplishing all these goals in a way that is rewarding for the leader and the team--while producing the results that management wants--is the motivation behind the Team Software Process (TSP). Developed by renowned quality expert Watts S. Humphrey, TSP is a set of new practices and team concepts that helps developers take the CMM and CMMI Capability Maturity Models to the next level. Not only does TSP help make software more secure, it results in an average production gain of 68 percent per project. Because of their quality, timeliness, and security, TSP-produced products can be ten to hundreds of times better than other hardware or software. In this essential guide to TSP, Humphrey uses his vast industry experience to show leaders precisely how to lead teams of software engineers trained in the Personal Software Process (PSP). He explores all aspects of effective leadership and teamwork, including building the right team for the job, the TSP launch process, following the process to produce a quality product, project reviews, and capitalizing on both the leader's and team's capabilities. Humphrey also illuminates the differences between an ineffective leader and a superb one with the objective of helping you understand, anticipate, and correct the most common leadership failings before they undermine the team. An extensive set of appendices provides additional detail on TSP team roles and shows you how to use an organization's communication and command networks to achieve team objectives. Whether you are a new or an experienced team leader, TSPSM: Leading a Development Team provides invaluable examples, guidelines, and suggestions on how to handle the many issues you and your team face together.
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Preface. I. INTRODUCTION. 1. The Team Leader. What Management Expects What the Team Expects Management Priorities Versus Team Interests The Team's Goals Setting an Example Standards The Leadership Attitude Taking Responsibility The Team Leader's Job Summary 2. Leadership. Leadership Problems Symptoms of Poor Leadership The Fundamental Leadership Problem Leading Versus Managing Leaders Have Followers The Leader's Vision and Commitment The Leadership Attitude Transformational and Transactional Leadership Becoming a Leader Acting Like a Leader Leading from Below Summary 3. Teams. What Is a Team? The Power of Teams Why Teams Are Needed The Nature of Self-Directed Teams Membership and Belonging Commitment to a Common Goal Owning the Process and Plan Skill and Discipline A Dedication to Excellence The Need for Leadership Summary 4. Team Motivation. What Is Motivation? Goals and Motivation Feedback Sustaining Motivation Motivation and the Job Kinds of Motivation Commitment Building Motivation Sustaining Motivation Summary II. BUILDING TEAMS. 5. TSP Overview. The Team Leader's Objectives Meeting the Team Leader's Objectives Forming the Team Launching the Team Teamwork Training Team Ownership Summary 6. Team Formation. The Selection Process Inheriting Formed Teams Selection Criteria Training Team Players Potential Leaders Summary 7. The TSP Team Launch. Launch Objectives Teambuilding TSP Launch Overview Launch Support Launch Preparation Leading a TSP Launch Summary III. TEAMWORKING. 8. Managing to the Plan. Following the Plan The First Crisis Dynamic Planning Changing Requirements Maintaining the Plan Workload Balancing Tracking Progress Assessing Status Getting Help Summary 9. Maintaining Product Focus. Defining Success Setting and Maintaining Priorities Establishing Short-Term Goals Overcoming Obstacles Changing Direction Involving the Customer Summary 10. Following the Process. Why It Is Important to Follow the Process The Logic for the PSP The Logic for the TSP Why It Is Hard to Follow a Process Starting to Use the Process Gathering and Recording Data Handling Process Problems Data-Related Problems Motivating Teams to Follow Their Defined Processes The Benefits of Following the Process Summary 11. Managing Quality. What Is Quality? Why Is Quality Important? Why Manage Quality? The Principles of Quality Management The Quality Journey The TSP Quality Strategy Gathering Quality Data The Developer's Responsibility for Quality The Team's Responsibility for Quality Quality Management Methods Quality Reporting Considerations Quality Reviews Summary IV. RELATING TO MANAGEMENT. 12. Management Support. Management Resistance Project Control Inadequate Resources PSP Training Networking Defining Team Goals Team Planning Summary 13. Reporting to Management. The Logic for Reporting What to Report Report Contents When to Report A Report Example Asking for Help Summary 14. Protecting the Team. The Manager's Job Handling Requests Frequent Changes Staffing Training Workspace Data Confidentiality Balancing Priorities Summary V. MAINTAINING THE TEAM. 15. Developing the Team. Assessing the Team Team Membership Team Goals Team Ownership Team Planning The Team Quality Commitment Summary 16. Developing Team Members. Interests, Competence, and Motivation Challenging Work Task and Relationship Maturity Measuring and Evaluating People Handling Difficult Team Members Handling Poor Performers Summary 17. Improving Team Performance. Motivating Improvement Improvement Goals Improvement Strategy and Process Improvement Plans and Resources Improvement Measures and Feedback The Elements of Benchmarking Benchmark Measures Dynamic Benchmarking Benchmarking Yourself Summary 18. Being a Team Leader. What Is Leadership? Being a Leader or a Manager The Leadership Role Coaching While Leading The Challenges Ahead Summary Appendix A: Team Roles. What Roles Are Why Roles Are Needed Assigning Role Responsibilities The TSP Team-Member Roles Other Team-Member Roles Selecting Team Roles Coaching the Role Managers Role Manager Responsibilities Summary Appendix B: Networking. Organizational Networks Executive Style Working with the Coach Working with the SEPG Quality Assurance Configuration Management Independent Testing Staff and Support Groups Multi-Team Networks Summary Index. topFeatures
Improve your software development process in a modern context with PSP from the SEI and Watts Humphrey, the foremost expert on this topic. ° An industrial, real-world update; the book will be the required standard for learning the SEI-led initiaitive of PSP in a modern software development environment ° Advice that yields improved efficiency and effectiveness in programming from the foremost expert in software process ° Product launch at SEPG in Seattle (March 2005) topAuthor
Known as “the father of software quality,” Watts S. Humphrey is the author of numerous influential books on the software-development process and software process improvement. Humphrey is a fellow of the Software Engineering Institute (SEI) at Carnegie Mellon University, where he founded the Software Process Program and provided the vision and early leadership for the original Capability Maturity Model (CMM). He also is the creator of the Personal Software Process (PSP) and Team Software Process (TSP). Recently, he was awarded the National Medal of Technology—the highest honor given by the president of the United States to America's leading innovators.
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