Managing technical people innovation, teamwork, and the software process / Watts S. Humphrey
Material type: TextSeries: The SEI series in software engineeringPublication details: Reading, Mass. Addison-Wesley c1997ISBN:- 0201545977
- 005.10683 HUM
Item type | Current library | Call number | Copy number | Status | Date due | Barcode | |
---|---|---|---|---|---|---|---|
Standard Loan | Moylish Library Main Collection | 005.10683 HUM (Browse shelf(Opens below)) | 1 | Available | 39002000268038 | ||
Standard Loan | Thurles Library Main Collection | 005.10683 HUM (Browse shelf(Opens below)) | 1 | Available | R01977LKRCT |
Enhanced descriptions from Syndetics:
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.
Includes bibliographical references and index
Table of contents provided by Syndetics
- Each chapter concludes with Notes
- I The Manager as Leader
- 1 Technical Leadership
- The Leaders Goals
- The Leaders Conviction
- Leaders and Their Followers
- Transformational Leadership
- Transactional Leadership
- Leading from Below
- The Leaders Vision
- Leading Technical Professionals
- 2 The Commitment Ethic
- The Elements of Commitment
- Making Responsible Commitments
- Commitments or Crusades?
- Overcommitment
- Managing Commitments
- Changing Commitments
- Doing a Thorough Job
- Building the Commitment Ethic
- Commitment Ownership
- 3 The Importance of Professionalism
- The Elements of Professionalism
- Reinventing the Wheel
- The Benefits of Awareness
- Managing Awareness
- Knowledge: Only the Beginning
- Doing the Job the Right Way
- The Discipline of Visibility
- The Hard Work of Visibility
- Pride of Authorship
- The Benefits of Visibility
- Professionalism and Performance
- The Managers Role in Professionalism
- 4 Respect for the Individual
- The Standard of Respect
- The Open Door Policy
- Peer Review Programs
- Establishing a Respectful Environment
- II Managing Technical and Professional People
- 5 The Goals of Engineers and Scientists
- Work Assignment
- Hierarchy of Needs
- Locals versus Cosmopolitans
- The Need for Influence
- 6 The Changing Professional Career
- Evolving Professional Goals
- Age and Creativity
- Age and Performance
- Age and Motivation
- Burnout
- The Management-Employee Partnership
- Career Risks and Age
- Managing the Older Professional
- 7 Motivating Technical and Professional People
- The Power of Motivation
- Motivation and Technical Competence
- The Evolution of Management
- Building Task Maturity
- Building Relationship Maturity
- Building Motivation
- Motivating Technical Professionals
- The Managers Style
- 8 Professional Discipline
- The Need for Discipline
- Examples of Disciplined Behavior
- Intellectual Disciplines
- The Importance of Discipline
- The Personal Software Process
- The Managers Role in Professional Discipline
- More Guidelines for Managers
- III The Identification and Development of Talented People
- 9 Identifying Talented Professionals
- The Importance of Talent
- The Availability of Talent
- Characteristics of Technically Talented People Identifying
- Managerial Talent
- The Tamed Rebel
- Recognizing Talent
- The Assessment Center
- 10 Developing Technical Talent
- Professional Development
- Career Moves
- Technical Development Needs
- Continuing Management Contact
- Career Counseling
- Steps in Technical Development
- 11 Developing Managerial Talent
- Management Development Objectives
- Starting the Development Process
- The Executive Personality
- Alternating Assignments
- The Product Development Executive
- The Manufacturing Executive
- The Development Plan
- Temporary Assignments
- Management Development Reviews
- Supp
Excerpt provided by Syndetics
Author notes provided by Syndetics
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.