What is included with this book?
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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