โ Scribed by Humphrey, Watts S
No coin nor oath required. For personal study only.
Providing practical insights on how to best manage technical professionals, this text demonstrates that people are important in building software systems and suggests how to identify, motivate and organize innovative people. The work explains how teams can be used to solve difficult problems and underlines that successful software development has two basic requirements: a well-defined, quality-based process; and the best technical people.
Cover......Page 1
Contents......Page 12
PART 1 The Manager as Leader......Page 22
The Leader's Goals......Page 24
The Leader's Conviction......Page 25
Leaders and Their Followers......Page 26
Transactional Leadership......Page 27
Leading from Below......Page 29
The Leader's Vision......Page 30
Leading Technical Professionals......Page 31
Notes......Page 32
Chapter 2 The Commitment Ethic......Page 34
The Elements of Commitment......Page 35
Making Responsible Commitments......Page 36
Overcommitment......Page 37
Managing Commitments......Page 38
Doing a Thorough Job......Page 39
Commitment Ownership......Page 40
Notes......Page 41
Chapter 3 The Importance of Professionalism......Page 42
Reinventing the Wheel......Page 43
The Benefits of Awareness......Page 44
Managing Awareness......Page 45
Knowledge: Only the Beginning......Page 46
Doing the Job the Right Way......Page 47
The Discipline of Visibility......Page 48
The Hard Work of Visibility......Page 49
The Benefits of Visibility......Page 50
Professionalism and Performance......Page 51
The Manager's Role in Professionalism......Page 52
Notes......Page 53
Chapter 4 Respect for the Individual......Page 54
The Standard of Respect......Page 55
The Open Door Policy......Page 56
Peer Review Programs......Page 58
Establishing a Respectful Environment......Page 59
Notes......Page 60
PART 2 Managing Technical and Professional People......Page 62
Chapter 5 The Goals of Engineers and Scientists......Page 64
Work Assignment......Page 65
Hierarchy of Needs......Page 66
Locals versus Cosmopolitans......Page 68
The Need for Influence......Page 69
Notes......Page 70
Chapter 6 The Changing Professional Career......Page 72
Evolving Professional Goals......Page 73
Age and Creativity......Page 74
Age and Performance......Page 76
Age and Motivation......Page 78
Burnout......Page 79
The Management- Employee Partnership......Page 80
Managing the Older Professional......Page 81
Notes......Page 82
Chapter 7 Motivating Technical and Professional People......Page 84
The Power of Motivation......Page 85
The Evolution of Management......Page 86
Building Task Maturity......Page 88
Building Relationship Maturity......Page 90
Building Motivation......Page 92
Motivating Technical Professionals......Page 93
The Manager's Style......Page 94
Notes......Page 95
The Need for Discipline......Page 98
Examples of Disciplined Behavior......Page 99
Intellectual Disciplines......Page 100
The Importance of Discipline......Page 101
The Personal Software Process......Page 102
The Manager's Role in Professional Discipline......Page 105
More Guidelines for Managers......Page 106
Notes......Page 107
PART 3 The Identification and Development of Talented People......Page 110
Chapter 9 Identifying Talented Professionals......Page 112
The Importance of Talent......Page 113
The Availability of Talent......Page 114
Characteristics of Technically Talented People......Page 115
Identifying Managerial Talent......Page 118
The Tamed Rebel......Page 119
Recognizing Talent......Page 120
The Assessment Center......Page 122
Notes......Page 124
Chapter 10 Developing Technical Talent......Page 126
Professional Development......Page 127
Career Moves......Page 128
Technical Development Needs......Page 129
Continuing Management Contact......Page 132
Career Counseling......Page 133
Steps in Technical Development......Page 134
Notes......Page 137
Chapter 11 Developing Managerial Talent......Page 138
Management Development Objectives......Page 139
Starting the Development Process......Page 140
The Executive Personality......Page 141
Alternating Assignments......Page 142
The Product Development Executive......Page 144
The Manufacturing Executive......Page 146
The Development Plan......Page 147
Temporary Assignments......Page 148
Management Development Reviews......Page 149
Supporting Management Development......Page 150
Development Considerations......Page 152
Notes......Page 153
PART 4 Innovation......Page 156
Chapter 12 The Importance of Innovation......Page 158
Industrial Innovation......Page 159
The Risk of Failure......Page 160
Reverse Engineering......Page 163
Notes......Page 164
Chapter 13 The Innovators......Page 166
New Ideas......Page 167
The Nature of Creativity......Page 170
Imagination and Nerve......Page 171
The Champion......Page 172
Notes......Page 173
PART 5 Innovative Teams......Page 176
Concepts of Team Structure......Page 178
Teamwork......Page 179
Team Creativity......Page 180
Basic Team Structures......Page 181
Structural Conflicts......Page 182
Group Behavior......Page 183
Notes......Page 185
The Needs of Creative Teams......Page 186
The Team Leader's Style......Page 187
Team Dynamics......Page 188
The Manager's Responsibility......Page 190
The Team's Personal Needs......Page 191
Political versus Technical Solutions......Page 192
Team Synergism......Page 193
Crystallizing the Team......Page 194
Communication......Page 196
Managing Team Conflict......Page 198
Intergroup Conflicts......Page 200
Notes......Page 201
Chapter 16 The Innovative Team Environment......Page 204
Financial Justification......Page 205
Removing Inhibitors to Innovation......Page 206
Not Invented Here......Page 207
Notes......Page 208
Award Programs......Page 210
An Example Award Plan......Page 211
Industry Award Plans......Page 212
Award Guidelines......Page 213
Incentive Plans......Page 214
A Caution on Recognition Programs......Page 215
Notes......Page 216
Contention Management......Page 218
The IBM Personal Computer......Page 219
Business Principles and Strategies......Page 221
Managing the Contention System......Page 222
Management Roles......Page 223
Team Cooperation......Page 224
Management Scope......Page 225
Transparent Management......Page 226
Building the Management Team......Page 227
Notes......Page 228
PART 6 The Organization......Page 230
Chapter 19 Integration and Disintegration......Page 232
Project Management......Page 233
Support Problems......Page 234
The Elements of Structure......Page 235
Matrix Structures......Page 236
Specialist Departments......Page 237
Defining Support......Page 238
Project Integration......Page 239
The IBM FS System......Page 240
Managing Integration......Page 241
Integration Responsibility......Page 242
Structural Paralysis......Page 243
Notes......Page 244
Chapter 20 Managing Size......Page 246
The Problems of Size......Page 247
Span of Control......Page 248
Management Communication......Page 249
Leadership Priorities......Page 251
Notes......Page 252
The Nature of Power......Page 254
How Power Affects the User......Page 255
Blind Obedience......Page 256
The Use and Abuse of Power......Page 257
The Power of Information......Page 258
Handling Power Relationships......Page 259
Fostering Adult Behavior......Page 261
The Distribution of Power......Page 262
Power and Political Behavior......Page 263
The Bureaucracy......Page 266
Notes......Page 268
PART 7 Managing Change......Page 270
Leadership Problems......Page 272
The Aging Organization......Page 275
Notes......Page 279
Resistance to Change......Page 282
Unfreezing......Page 283
Planning the Change......Page 284
Implementing the Change......Page 285
Refreezing......Page 286
Setting Goals......Page 287
The Process Improvement Cycle......Page 289
Notes......Page 291
Finding Problems......Page 292
Self-Assessment......Page 293
The Software Engineering Institute Assessments......Page 294
Continuous Assessments......Page 298
Improvement Results......Page 300
Notes......Page 301
PART 8 Strategies for Managing Change......Page 302
Urgency versus Importance......Page 304
Organizational Improvement......Page 305
Maturity Levels......Page 306
What Is a CMM?......Page 307
CMM Structure......Page 309
Why Maturity Models Work......Page 310
Setting Improvement Priorities......Page 312
Using CMMs......Page 313
Notes......Page 314
Defining the Organization......Page 316
Examining Yourself......Page 317
Values......Page 318
The People-Capability Maturity Model (P-CMM)......Page 319
Notes......Page 322
Chapter 27 The Process-Improvement Strategy......Page 324
Environmental Discipline......Page 325
The Improvement Road Map......Page 326
The Focus on Process Improvement......Page 327
Making Improvements......Page 330
Notes......Page 331
Clarifying Goals......Page 332
Visualizing Radical Change......Page 333
The IBM Hardware Business......Page 334
Setting Intermediate Goals......Page 335
What Gets Tracked Gets Done......Page 336
The Rewards of Leadership......Page 337
Note......Page 338
B......Page 340
E......Page 341
I......Page 343
M......Page 344
P......Page 345
T......Page 346
Z......Page 347
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