TSPSM—Leading a Development Team

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The SEI Series in Software Engineering

TSPSM—Leading a Development Team

Watts S. Humphrey

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Library of Congress Cataloging-in-Publication Data

Humphrey, Watts S., 1927–TSP—leading a development team / Watts S. Humphrey.

p. cm.Includes bibliographical references and index.ISBN 0-321-34962-8 (hardback : alk. paper)

1. Capability maturity model (Computer software) 2. Softwareengineering. 3. Teams in the workplace. I. Title.

QA76.758.H863 2005005.1'068'5—dc22

2005014392

Copyright © 2006 Pearson Education, Inc.

All rights reserved. Printed in the United States of America. This publication is protected by copyright, andpermission must be obtained from the publisher prior to any prohibited reproduction, storage in a retrievalsystem, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, orlikewise. For information regarding permissions, write to:

Pearson Education, Inc.Rights and Contracts DepartmentOne Lake StreetUpper Saddle River, NJ 07458

Carnegie MellonSoftware Engineering Institute

ISBN 0-321-34962-8

Printing4th June 2010Text printed in the United States at Demand Print Center in Old Tappan, New Jersey.

I dedicate this book to all the teamsI have worked with over the years.

You have taught me that teams are the most powerful toolmankind has yet devised for doing creative work.

Working with you has been the mostenjoyable experience of my life.

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vii

CONTENTS

Preface xiii

PART I INTRODUCTION 1

Chapter 1 THE TEAM LEADER 3

1.1 What Management Expects 31.2 What the Team Expects 41.3 Management Priorities Versus Team Interests 51.4 The Team’s Goals 61.5 Setting an Example 61.6 Standards 71.7 The Leadership Attitude 71.8 Taking Responsibility 81.9 The Team Leader’s Job 81.10 Summary 9

Chapter 2 LEADERSHIP 11

2.1 Leadership Problems 112.2 Symptoms of Poor Leadership 122.3 The Fundamental Leadership Problem 132.4 Leading Versus Managing 132.5 Leaders Have Followers 142.6 The Leader’s Vision and Commitment 142.7 The Leadership Attitude 152.8 Transformational and Transactional Leadership 152.9 Becoming a Leader 162.10 Acting Like a Leader 172.11 Leading from Below 172.12 Summary 18

viii Contents

Chapter 3 TEAMS 21

3.1 What Is a Team? 223.2 The Power of Teams 233.3 Why Teams Are Needed 233.4 The Nature of Self-Directed Teams 243.5 Membership and Belonging 253.6 Commitment to a Common Goal 263.7 Owning the Process and Plan 263.8 Skill and Discipline 273.9 A Dedication to Excellence 273.10 The Need for Leadership 273.11 Summary 28

Chapter 4 TEAM MOTIVATION 31

4.1 What Is Motivation? 314.2 Goals and Motivation 334.3 Feedback 344.4 Sustaining Motivation 344.5 Motivation and the Job 354.6 Kinds of Motivation 354.7 Commitment 374.8 Building Motivation 394.9 Sustaining Motivation 404.10 Summary 40

PART II BUILDING TEAMS 43

Chapter 5 TSP OVERVIEW 47

5.1 The Team Leader’s Objectives 475.2 Meeting the Team Leader’s Objectives 485.3 Forming the Team 495.4 Launching the Team 515.5 Teamwork 555.6 Training 585.7 Team Ownership 595.8 Summary 60

Chapter 6 TEAM FORMATION 61

6.1 The Selection Process 626.2 Inheriting Formed Teams 636.3 Selection Criteria 63

Contents ix

6.4 Training 656.5 Team Players 676.6 Potential Leaders 686.7 Summary 69

Chapter 7 THE TSP TEAM LAUNCH 71

7.1 Launch Objectives 727.2 Teambuilding 737.3 TSP Launch Overview 757.4 Launch Support 787.5 Launch Preparation 797.6 Leading a TSP Launch 847.7 Summary 91

PART III TEAMWORKING 93

Chapter 8 MANAGING TO THE PLAN 95

8.1 Following the Plan 968.2 The First Crisis 968.3 Dynamic Planning 978.4 Changing Requirements 988.5 Maintaining the Plan 998.6 Workload Balancing 998.7 Tracking Progress 1018.8 Assessing Status 1028.9 Getting Help 1048.10 Summary 104

Chapter 9 MAINTAINING PRODUCT FOCUS 107

9.1 Defining Success 1089.2 Setting and Maintaining Priorities 1089.3 Establishing Short-Term Goals 1099.4 Overcoming Obstacles 1109.5 Changing Direction 1119.6 Involving the Customer 1129.7 Summary 112

Chapter 10 FOLLOWING THE PROCESS 115

10.1 Why It Is Important to Follow the Process 11610.2 The Logic for the PSP 11610.3 The Logic for the TSP 117

x Contents

10.4 Why It Is Hard to Follow a Process 11810.5 Starting to Use the Process 11910.6 Gathering and Recording Data 12310.7 Handling Process Problems 12410.8 Data-Related Problems 12610.9 Motivating Teams to Follow Their Defined

Processes 12710.10 The Benefits of Following the Process 12810.11 Summary 131

Chapter 11 MANAGING QUALITY 133

11.1 What Is Quality? 13411.2 Why Is Quality Important? 13411.3 Why Manage Quality? 13811.4 The Principles of Quality Management 13911.5 The Quality Journey 14011.6 The TSP Quality Strategy 14211.7 Gathering Quality Data 14311.8 The Developer’s Responsibility for Quality 14411.9 The Team’s Responsibility for Quality 14511.10 Quality Management Methods 14611.11 Quality Reporting Considerations 14811.12 Quality Reviews 14911.13 Summary 150

PART IV RELATING TO MANAGEMENT 153

Chapter 12 MANAGEMENT SUPPORT 155

12.1 Management Resistance 15512.2 Project Control 15612.3 Inadequate Resources 15812.4 PSP Training 15812.5 Networking 16512.6 Defining Team Goals 16612.7 Team Planning 16712.8 Summary 168

Chapter 13 REPORTING TO MANAGEMENT 169

13.1 The Logic for Reporting 17013.2 What to Report 17113.3 Report Contents 171

Contents xi

13.4 When to Report 17413.5 A Report Example 17413.6 Asking for Help 17813.7 Summary 178

Chapter 14 PROTECTING THE TEAM 181

14.1 The Manager’s Job 18114.2 Handling Requests 18214.3 Frequent Changes 18314.4 Staffing 18414.5 Training 18514.6 Workspace 18714.7 Data Confidentiality 18814.8 Balancing Priorities 18914.9 Summary 189

PART V MAINTAINING THE TEAM 191

Chapter 15 DEVELOPING THE TEAM 193

15.1 Assessing the Team 19415.2 Team Membership 19415.3 Team Goals 19715.4 Team Ownership 19715.5 Team Planning 19815.6 The Team Quality Commitment 19915.7 Summary 200

Chapter 16 DEVELOPING TEAM MEMBERS 201

16.1 Interests, Competence, and Motivation 20216.2 Challenging Work 20316.3 Task and Relationship Maturity 20416.4 Measuring and Evaluating People 20616.5 Handling Difficult Team Members 20816.6 Handling Poor Performers 21116.7 Summary 213

Chapter 17 IMPROVING TEAM PERFORMANCE 215

17.1 Motivating Improvement 21617.2 Improvement Goals 21717.3 Improvement Strategy and Process 21717.4 Improvement Plans and Resources 219

xii Contents

17.5 Improvement Measures and Feedback 22017.6 The Elements of Benchmarking 22017.7 Benchmark Measures 22217.8 Dynamic Benchmarking 22417.9 Benchmarking Yourself 22617.10 Summary 227

Chapter 18 BEING A TEAM LEADER 229

18.1 What Is Leadership? 22918.2 Being a Leader or a Manager 23318.3 The Leadership Role 23518.4 Coaching While Leading 24218.5 The Challenges Ahead 24518.6 Summary 248

Appendix A TEAM ROLES 251

A.1 What Roles Are 251A.2 Why Roles Are Needed 252A.3 Assigning Role Responsibilities 254A.4 The TSP Team-Member Roles 254A.5 Other Team-Member Roles 255A.6 Selecting Team Roles 256A.7 Coaching the Role Managers 257A.8 Role Manager Responsibilities 258A.9 Summary 274

Appendix B NETWORKING 277

B.1 Organizational Networks 278B.2 Executive Style 279B.3 Working with the Coach 280B.4 Working with the SEPG 280B.5 Quality Assurance 281B.6 Configuration Management 282B.7 Independent Testing 283B.8 Staff and Support Groups 283B.9 Multi-Team Networks 284B.10 Summary 286

Index 287

xiii

PREFACE

In the fifty-plus years since I started doing development work, I have worked on,led, managed, directed, assessed, or coached literally hundreds of creative devel-opment teams. While I have drawn many lessons and guidelines from this experi-ence, the one clearest message is that leadership makes the greatest difference.Without exception, truly creative work is done by teams with very capable lead-ers. What is most interesting, however, is that these great leaders are generallyordinary developers like you and me, but when thrust into a leadership position,they do an outstanding job.

What is equally interesting is the converse. When development projects fail,it is almost always because of poor leadership. In this book, I describe the differ-ences between an ineffective leader and one who does a superb job. The objectiveis to help you understand, anticipate, and correct the most common leadershipfailings before they cause you or your team problems. I wrote this book because Ihave seen many smart and dedicated developers make basic leadership mistakes.This is a shame, because it is totally unnecessary. Leadership is not a complexsubject and anyone can be a great leader.

When I was first made team leader, I had just joined a development group atmy first job and did not know any of the team members or have the vaguest ideawhat they were doing or why. I didn’t even understand the organization or thetechnology. While things worked out well in the end, it was due more to the mar-velous people on my team than to any special insight or skill on my part.

xiv Preface

However, I have found that this is not unusual. Given half a chance, yourpeople will be very helpful, even when you are the new boss and they know muchmore about the job than you do. While there will be occasional exceptions, peo-ple want to like and respect you and they want you to succeed. They will tolerateyour dumb questions and silly mistakes as long as you are willing to admit yourmistakes and laugh at your goofs. Be honest about what you know and don’tknow, and assume that management had a good reason to make you the teamleader.

After I had worked for a few years, I was asked to lead a larger group inanother department. I knew the people pretty well and also knew a great dealabout the job. This time, however, my reception was not nearly as smooth. One ofthe more experienced members of the new group was older than I, and he andseveral team members thought that he should have been the team leader instead.While this situation took a bit longer to straighten out, the team finally came toterms with my new role and we established a good and productive workingrelationship.

The way teams perform depends to a great extent on how they relate to theirleadership. However, I have found that the way your team relates to you willdepend on a host of factors, many of which you can influence but some you can-not. In this book, I describe these factors and suggest ways to deal with them.These guidelines have helped me and I hope they will help you.

Who This Book Is For

This book is for people who are now leading or would like to lead a developmentteam. It describes the team leader’s job, the essential elements of leadership, andthe many issues and problems you are likely to face. While I can’t pretend tohave all of the answers, I have had a lot of experience leading teams, and I haveworked with a great many teams and team leaders. Since every team is different,and most teams grow and evolve over time, there is no magic formula for beingan effective leader. However, there are some principles and guidelines.

Whether you are a new or an experienced team leader, this book discussesmany of the issues you will likely face and has examples, guidelines, and sugges-tions on how to handle them. It summarizes my observations and experiences in aform that will help you to address almost any kind of team and team leadershipsituation.

Preface xv

The Kinds of Teams Addressed

While there are many kinds of teams, this book concerns leading developmentteams. A lot has been written about sports, military, and production teams, but lit-tle material is available on development teams and even less is written about lead-ing such teams. Since many of the teams I have worked with have had leadershipproblems, I have concluded that this book is needed. My intent is to talk aboutleading any kind of development team, but most of my recent work has con-cerned teams that were developing software-intensive systems. Therefore, myexamples and much of the process discussion concerns these types of teams.

In my work at the Software Engineering Institute (SEI) at Carnegie MellonUniversity, we have developed the Team Software Process (TSP). As the nameimplies, this process is designed to guide software development teams. The TSPhas been used by many teams that included hardware, software, systems, require-ments, test, and other professionals. It has also been used by some teams thathave done little or no software development. So while the book mentions TSP inmany places, you will find that the concepts and much of the guidance applies toany kind of development team. Few things that are worthwhile are free, however,and your people will need new skills to use the TSP. These skills are taught inPersonal Software Process (PSP) training

How This Book Is Organized

The five parts of this book address the principal aspects of teams and team leader-ship. Part I discusses what management and the team expect from you. It thendescribes the conditions for team success and the kinds of teams needed to dodevelopment work. Following the discussion of what and why in Part I, Parts IIthrough V and the appendices deal with how: how to do what it takes to be a greatleader.

Part II starts with a brief overview of the Team Software Process and how itcan help you to build the kind of team you need, even if your team doesn’t dosoftware development or even any kind of development. It then describes how toform teams and the TSP launch process. Part III discusses teamworking. It con-cerns following the plan, maintaining focus, and following the process to producea quality product. Part IV discusses management reporting, project reviews, andyour obligation to support and protect your team. Part V concludes the book witha description of how to develop the team and its members and how to best capi-talize on your capabilities and your team’s capabilities. The book’s appendices

xvi Preface

then provide more detail on the TSP team roles and how to use them. They alsodiscuss the communication and command networks in your organization and howto use them to accomplish your team’s objectives.

Acknowledgments

This book is based on my experiences in working with development teams. Whathas consistently amazed me is how varied teams are and how much there is tolearn about teamwork and team leadership. After many years of working withdevelopment teams, I still learn something from every one. That is why I dedicatethis book to the many teams I have led, coached, or observed. I owe each one adebt of gratitude, both for their unfailing dedication to their work and for theirtolerance and good humor in dealing with me. While I can’t thank everyone per-sonally, if you have led or been a member of a team that I have worked with, I amthanking you.

In writing books, I have had the support of a very special team at the SEI:the TSP development team. The members of this team have all contributed to mywork in many ways. For their help and support, I thank Dan Burton, Anita Carle-ton, Noopur Davis, Caroline Graettinger, Jim McHale, Julia Mullaney, Jim Over,Marsha Pomeroy-Huff, Mark Sebern, Dan Wall, and Alan Willett. I also thankBob Cannon, Carol Grojean, and Don McAndrews for their helpful commentsand suggestions on this book.

3

1The Team Leader

As team leader, you are responsible for a project and your job is to use your teamto get the job done. While you are the leader for all of the people on the team, youmay not be their manager. Leaders must often lead groups that do not report tothem. For good leaders, this is rarely a problem: people like to be led; they don’tlike being managed. This chapter describes what management and the team expectof you, the things team leaders must do, the way team leaders must behave, andthe team leader’s primary job.

1.1 What Management Expects

As team leader, you are part of management. While this does not necessarilymean that you will have an office and an assistant or that you will control salariesor promotions, it does set you apart from the team members. The essential differ-ence is that you are now expected to get work done by delegating to other peoplerather than doing it all yourself. Most new managers have trouble accepting the factthat their job is to lead the people who do the work, not to do the work themselves.

4 Chapter 1 The Team Leader

While most team leaders who have been developers see nothing wrong withactually doing much of the work themselves, this is rarely a good idea and it caneven damage your ability to be an effective leader. Even if you are the mostskilled designer on the team, your job is to lead the team, not to be the leaddesigner. While you may have to provide detailed guidance on the design work,the best leaders show their team members how to do their jobs but do not step inand do the work themselves.

On a small team, you may decide to take on some of the team’s roles andtasks yourself. But that must never be your primary concern and it must not dis-tract you from the principal job of leading, guiding, supporting, and protectingthe team. As far as management is concerned, your job is to use all of the team’sresources to do this job. Everything else is secondary.

Some other things management expects of you are as follows.

▫ You will get this job done on the schedule and with the resources you havebeen given.

▫ The products you produce will meet both the stated and the implied requirements.

▫ You will keep management posted on your team’s progress.

▫ You will inform management of any problems or issues in time for them totake corrective action.

▫ You will work cooperatively with all of the other parts of the organization.

▫ You will abide by all of the organization’s rules, regulations, and standards.

1.2 What the Team Expects

While management’s expectations are not very surprising, what your team mem-bers expect is much less well defined and often contradictory. Initially, the teammembers will have a collection of individual expectations. While these expecta-tions could vary widely, there are a few common ones that team members almostalways have of their leaders.

First, like everyone else, creative people share a basic need for job security.They want to keep their jobs and are understandably concerned about management’sviews of their performance. However, professionals’ views of what makes a jobinteresting and rewarding often differ somewhat from management’s priorities.

Second, what often is surprising to management is that the top priority formost development professionals is not about the product or the schedule. It is towork on a cohesive and cooperative team. In fact, even when the result is a total

1.3 Management Priorities Versus Team Interests 5

business disaster, if the team provided a rewarding personal experience, the teammembers will view the project as a success (Linberg 1999).

Third, the team members like to be successful. While this expectation willvary considerably from member to member, most would like to finish the job ontime and to produce a successful product.

Fourth, and this expectation often ranks ahead of finishing the job on time,many team members want to do technical work that is interesting and that satis-fies their personal goals and aspirations. This expectation is often hard to satisfysince it can change quickly. While a developer might be very interested in tack-ling a new challenge, once he or she has successfully handled a similar task onceor twice, such challenges are much less appealing. In fact, every engineeringchallenge is much like a mystery story. Once you know the ending, it is easy tolose interest.

1.3 Management Priorities Versus Team Interests

In many respects, management’s priorities are very consistent with the team’sbasic interests. They want skilled and satisfied employees and they need a stableand reliable workforce. Where their interests differ, however, is on the impor-tance of building a cohesive and rewarding team environment. While few manag-ers would object to such an environment, they have not generally thought muchabout it or given it a very high priority.

Resolving these differing priorities is a key part of your job and it is whatmakes leading development work so interesting and rewarding. The reason issomething that many team leaders do not appreciate until after they have led sev-eral projects: when teams are cohesive and cooperative, and when they find theirwork most rewarding and enjoyable, they also do the best work. And that is alsowhen they are most likely to meet their committed schedules and to deliver qual-ity products. Convincing management and the team of this fact will be one ofyour more interesting challenges. A principal objective of this book is to showyou how to meet that challenge.

Leadership is demanding, particularly for development work, but it is alsoexciting to have the support and allegiance of a capable, energetic, and enthusias-tic team. You will find that once you have built a truly cohesive and energeticteam, you will enjoy the work every bit as much as they do. However, to buildsuch a team you must maintain a clear and consistent focus on the team’s goals,set an example for the kind of performance you want, maintain high standards,and be responsible for all of the team’s work.

6 Chapter 1 The Team Leader

1.4 The Team’s Goals

To use a sports analogy, athletic teams strive to win every game. This typicallymeans scoring more points than the opposition. Every team member knows whatthe goal is and strives both to score points and to prevent the opposition fromscoring. While many strategies contribute to successful games, the goal is alwaysclear, and it is the focus for everything that the team does.

In development work, goals are equally important but they are rarely asclear. While the ultimate goal is usually understood by all, there is often consid-erable confusion about short-term goals. A significant part of your leadership jobis to keep the team’s goals clear and well defined and to ensure that every teammember knows how his or her current tasks contribute to meeting that goal. Inaddition, you want all team members to work energetically to meet their goals.As each goal is met, you help the team to move on to the next immediate goals,continuing until you meet the final objective. So goals are important. They pro-vide the focus, motivation, and energy that make teams successful.

While establishing goals may seem simple, one team I worked with tookover three hours to agree on their goals. The problem was that this team had threedevelopers, two testers, a requirements person, someone from the support group,and the team leader, and that their interests and objectives were widely divergent.The goals discussion helped them to understand each others’ objectives and toagree on what was important.

1.5 Setting an Example

As leader, your actions are highly visible and your behavior is seen by your teamas an example. Lee Iacocca once said, “The speed of the boss is the speed of theteam.” (Iacocca 1984). You cannot expect your team to be any more committedor to work any harder or more carefully than you do. To get a full day’s workfrom your people, you must put in a full day’s work yourself. If you are not con-cerned about a one-day schedule slip, you cannot expect your people to workhard to make it up. If you don’t seem to care about quality, usability, planning, orany of the other key aspects of the job, you can’t expect your people to be con-cerned about these things either. Your energy, enthusiasm, and discipline set anexample; when you take shortcuts, forget about the process, or ignore quality, sowill your team. So remember to lead by what you do as well as by what you say.

1.7 The Leadership Attitude 7

1.6 Standards

The goals define what you and your team are supposed to do, but you are alsoresponsible for how well that job is done. This is a matter of standards. A standardis a required level of performance or attainment, a comparator for quality, or ameasure of acceptability. In engineering, there are many ways to measure andassess the work, but you are the only one who can monitor the team’s perfor-mance and ensure that it meets the relevant standards.

There is an old saying in engineering: “If it doesn’t have to work, we canbuild it pretty quickly.” The essence of engineering is quality. Poor quality workis expensive, produces unsuccessful products, and is unsatisfying. Poor qualitywork wastes your time and your team’s time, and it wastes your organization’smoney. Most developers intuitively understand the importance of quality andmany even know how to do quality work. However, they often are not sufficientlyskilled, motivated, and disciplined and don’t have the leadership required to con-sistently produce quality results.

One of the key standards for a development team leader is the ability to getquality work from his or her team. Motivate your people to do the job correctlyand, if they don’t do it properly the first time, get them to do it over until it isright. If you settle for sloppy, incomplete, or inaccurate work, a sloppy and lazyattitude will infect everything that the team does.

Even more important than the quality standard is the team’s standard ofcooperation and support. While this standard is rarely stated or explicit, it is theteam members’ cooperative and supportive behavior that makes the workingenvironment rewarding, productive, and fun. As pointed out earlier, a top leader-ship priority must be providing a cohesive and cooperative working environment.Accomplishing this is almost entirely a matter of behavior: your behavior, yourmanagement’s behavior, and every team member’s behavior. So, setting andmeeting behavioral standards for yourself, for your team members, and for yourmanagement must be your top priority.

1.7 The Leadership Attitude

The way you act, your feelings, and even your private opinions will influenceyour team. For example, if you doubt that your team can succeed in its mission,even if you say nothing about your concerns, this belief will subtly affect yourbehavior. Your team will probably detect your doubts. When your team memberssense that you do not believe in them, they will almost certainly fail.

8 Chapter 1 The Team Leader

If you do not believe that the team can succeed, sit down with the entireteam and discuss your concerns. Don’t tell them that you believe they will fail,but do get the risks and issues on the table and see if others share your concerns.Then, work with the team to figure out what must be done to succeed. Next, workwith the team to make the required changes.

Your role is to motivate the team to do its utmost. To accomplish this, youmust have confidence in all the members, believe that they can overcome theobstacles ahead, and trust that they are capable of producing extraordinaryresults. The most successful teams have energetic, enthusiastic, confident, andhard-driving leaders. If you don’t have the required energy and drive, figure outwhat to change so that you do. If you can’t see how to do that, either your teamhas a hopeless job or it needs a new leader.

1.8 Taking Responsibility

Finally, you are the boss. Your job is to get this project done and to use theresources that you have been given to do it. However, as boss, you are responsiblefor everything that the team does. You will get credit for the developers’ achieve-ments and successes, but you will also be blamed for their mistakes and failures.In short, as far as management is concerned, you are the team. This means thatyou had better make sure that the job is done correctly.

If the team is going down a blind alley, is wasting time on unproductivetasks, or is doing poor quality work, you must sooner or later answer for the con-sequences. Therefore, you had better make sure that the work is done properly.Doing this in a way that builds and sustains team motivation is not easy and thereis no simple prescription that will fit all situations. However, there are some prin-ciples that can help you to define your own prescriptions. This book describesthese principles and tells you how to apply them.

1.9 The Team Leader’s Job

As team leader, you have several related jobs, and they must all be high priority.That is, there is no one job that you can ignore; if you omit any one, you and yourteam will fail. The three top priority jobs are as follows.

1. Deliver a quality product on the planned schedule and for its planned costs.As pointed out in Chapter 9, if you don’t do that, you will have failed.

1.10 Summary 9

2. The second job for you and your team is to do quality work. Chapter 11explains why the quality of your team’s work governs the quality of yourproduct and why product quality will determine the actual developmentschedule. Therefore, if you don’t do quality work, you won’t meet your obli-gation to deliver on the committed schedule.

3. The third job concerns high-performance teamwork. This subject is also dis-cussed in Chapters 7, 15, 16, and 17. Teamwork is important because itdrives team performance, which in turn governs the quality of the team’swork. In short, without a smoothly operating, cohesive, and motivated team,you will not get the quality work that is required to deliver a timely or high-quality product.

As team leader, you have these three principal jobs and you must give themall top priority. Throughout the book, whenever I say that something must beyour top priority, I am referring to one of these three top priorities.

1.10 Summary

This chapter describes the team leader’s role, what management expects, whatthe team expects, and the basic responsibilities of the team leader.

Management expects you to use this team to get your assigned job done.This means that you must do the following.

▫ Get the job done on the schedule and with the resources you have beengiven.

▫ Produce products that meet their stated and implied requirements.

▫ Keep management posted on your team’s progress.

▫ Warn management of any problems or issues in time to take correctiveaction.

▫ Work cooperatively with the other parts of the organization.

▫ Abide by all of the organization’s rules, regulations, and standards.

While the team also expects these same things from you, it has other highpriorities.

▫ That you will give them challenging and interesting work

▫ That you will recognize their achievements

▫ That you will foster and encourage a cohesive, cooperative, and productiveworking environment

10 Chapter 1 The Team Leader

Lastly, as a team leader, you must maintain a clear and consistent focus onthe team’s short- and long-term goals, set an example for how you expect thisteam to work, establish and maintain standards for how the team behaves and forthe quality of its work, show confidence and enthusiasm for the team and itswork, and feel and act responsible for the team and everything that it does.

Doing all of this in a way that motivates the team and all of its members willbe your most important leadership challenge. The rest of this book describes howto do these things in a way that is rewarding for you and for the team and thatproduces the results management wants.

References

Iacocca, Lee, and William Novak. Iacocca: An Autobiography. New York: BantamBooks. 1984, p. 95.

Linberg, Kurt R. Software Developer Perceptions about Software Project Failure:A Case Study. The Journal of Systems and Software. Vol. 49 (1999), pp. 177–192.

287

INDEX

Absenteeism, 212Accelerating teambuilding, 253Accomplishments, advertising, 170Accuracy, estimating, 57, 161, 222Achievements, measuring, 16Achieving team consensus, 79 Acting like a leader, 17Action

motivating, 197plan, 171

Adams, Scott, 37Additional

resources, 87tasks, 183

Adopting new methods, 109Advertising accomplishments, 170Advice, asking for, 212Advisory networks, 278Agreement, 38Alcoa, 142Allocation

resource, 49task, 88

Alternative plans, 87Aluminum, making, 142Amateur, discipline, 27Ambition, overpowering, 211Analysis

quality, 148risk, 88

Application skills, 50, 64Appraisals, 182Aptitudes, 64Asking for

advice, 178help, 169, 178

Aspirations, personal, 5 Assessing

chances of success, 111change impact, 189progress, 170status, 102team, 194

Assessment questions, 194Assigning role responsibilities, 254Attitude

changing, 197coaching, 244developer, 204leadership, 7, 15management, 189membership, 194opening meeting, 53, 84ownership, 197team, 53

Austin, Robert D., 16, 19, 36, 41, 206, 214Available

benchmark, 222data, 86

Average defects injected, 186development time, 187test defects, 186

Bad news, reporting, 174Balanced workload, 101Balancing

load, 57, 88, 99loyalties, 285priorities, 189team plan, 88workload, 57, 88, 99

288 Index

Becoming a leader, 14, 16 Behavior

and teamwork, 51interpersonal, 51leadership, 242management, 157required, 119self-directed teams, 24standard of, 7team leader, 7, 242team member, 194teamwork, 51TSP, 119

Behavioral standards, 7Being

a benchmark, 227a coach, 207a leader, 14, 229, 233a manager, 233a transformational leader, 234firm, 125

Belonging, 25, 235Benchmark

availability, 222being a, 227challenging, 222definition, 220dynamic, 224effective, 224elements of, 220measurable, 221measures, 221, 222productivity, 223relevance, 221representative, 222requirements, 220task time, 223timeliness, 222when to, 227why is motivating, 224yourself, 226

Benefitsfollowing the process, 128PSP training, 158–164quality, 142TSP, 128–131, 164

Best-in-class, 227Blame game, 238Bloom, Benjamin S., 65, 69Bonuses, 206Boundaries, team, 25British Army, 12Brooks, Frederick P., Jr., 109, 113, 242, 249

Brooks, Patricia, 202, 214Brown, Arnold, 230, 249Building

conviction, 67credibility, 90motivation, 39 skills, 66, 209talent, 243teams, 43trust, 63, 231, 232trusting relationships, 63workforce, 247

Builds, multiple, 86Bureau of Labor Statistics, 202Bureaucratic momentum, 12 Burma, 35Burnout, 202, 204, 216

Calculations, completion date, 175Candidates

interviewing, 62misleading references, 62

Capability, people, 201Capability Maturity Model, Integrated, 281Carey, Frank, 43Challenges

future, 245leadership, 231team leader, 5, 110, 118technical, 35technology, 245

Challenginggoals, 14work, 203

Changesassessing impact of, 189customer, 112free, 98frequent, 98, 183goals, 240guidelines, 240managing, 98plan, 240staffing, 240strategy for managing, 98

Changingattitudes, 197direction, 111goals, 240requirements, 98, 189

Characteristicsself-directed team, 24, 72team, map of, 73

Index 289

Charts, run, 220Checklist

launch preparation, 80PREPL, 80Quarterly Review, 173updating, 149

Checkpoint, 110Chrissis, Mary Beth, 281, 286Clark, David, 202, 214Clear goals, 6 Close-knit groups, 25CMMI, 281Coach, TSP, 78, 280

being a, 207why needed, 78working with a, 280

Coaching, 241attitude, 244example, 243objective, 208responsibilities, 235role managers, 257tasks, 243while leading, 242

Code reviews, 147Coding standards, 146Cognitive

dissonance, 33learning, 66

Cohesiondefinition, 25 versus team size, 38

Cohesive groups, 25, 74, 193teams, 235

Commercial off-the-shelf software (COTS), 255Commitment

conditions for, 48definition, 37elements of, 37leader, 14personal, 15

Commitments, 238as motivators, 35 credible, 39, 87how made, 48intermediate, 35 making on the fly, 90owned, 39personal, 241quality, 199short term, 35status, reporting, 172

team, 38, 87, 199team member, 199to goals, 238trusting, 38visible, 39, 87voluntary, 39, 87

Commongoals, 22, 26, 238team goal, 238workspace, 188, 196

Communicationchannels, 165maintaining, 232responsibility, team leader, 235team, 56, 195, 232, 235team member, 57

Compensating feedback, 34Competence

conflict with interests, 202improving, 64interests and motivation, 202

Competitive measures, 23Complaints

example, 125listening to, 125nature of, 124symptom of problems, 198team, 198understanding, 125

Completion date, calculating 175, 176Conceptual design, 82Concerns, management, 119, 171Conditions

commitment, 48teambuilding, 72, 73

Confidence, in members, 8Confidentiality, data, 188Configuration management, 282Conflicting

loyalties, 234strategies, 111

Conviction, leadership, 124Consensus

achieving, 79agreed, 79team, 84

Consequenceslack of PSP training, 59 quality improvement, 108

Consonant ideas, 33Contents

launch report, 89management reports, 171

290 Index

Contiguous workspace, 188Continuous improvement, 140Contradictory strategies, 111Control

problems, handling, 156project, 156

Convictionbuilding, 67establishing, 67 team leader, 124

Cooperation, 22, 25 Cooperative

behavior standard, 7 teams, 22

Cost, 108of quality, 139

COTS (commercial off-the-shelf software), 255Course, PSP, 58Craven, John, 1Creative work, 118Credibility, 38

building, 90Credible commitments, 39, 87Creep, requirements, 98Crisis, 96

creating, 110example, 96first, 96management, 110, 170, 182preventing, 182

Criteria, team member selection, 63CrossTalk, 281, 286Customer

environment, 112interface manager, 258involving, 112requests, 184satisfying, 139

Dataavailable, 86composite team, 127confidentiality, 188for launch, 82gathering, 55, 58, 123

resistance to, 144handling, 148individual, 148misuse, 148, 206personal, 188, 189prior project, 82 problems, 126

quality, 143recording, 123related problems, 126team, 189testing, example, 218using, 58

Date, completion, 175, 176Davis, Noopur, 128, 132, 140, 151, 156, 159,

168, 186, 190Dead-end jobs, 202Decisions

effective, 12 timely, 12

Dedication to excellence, 27, 241Defect, 223

definition, 134free, percent, see PDFinjected, average, 186levels, typical, 142management, priority of, 138prevention, 141reduction, PSP, 160 removal profile, 225reviews, 147, 149spacecraft, 135–137system test example, 153test, 130, 159, 186unit test, 160

Defective modules, 144, 219Defined process, nature of, 78 Defining

processes, 58 skill needs, 63success, 108team goals, 166

Definition benchmarking, 220cohesion, 25commitment, 37 defect, 134development, 242difficult person, 208earned value (EV), 177EV (earned value), 177fidelity, process, 116leadership, 229leadership team, 284management, 13, 233managing, 233motivation, 31 ownership, 239politics, 234

Index 291

process fidelity, 116quality, 134roles, 251SEPG (software engineering process

group), 281success, 108task hours, 101, 102transactional leadership, 233transformational leadership, 233

Delays, staffing, 185Delegation, 247Demands, leadership, 5DeMarco, Tom, 22, 29Depression, 212Describing problems, 171Description, EV, 177Design

and quality, 141conceptual, 82inspections, 147manager, 260quality, 141reviews, 147standards, 146

Destroying the team, 126, 196, 204Detailed plans, 57, 99Developer

attitudes, 204evaluation, 204, 206feelings, 204responsibilities, 144

Developmentand innovation, 110productivity, 162 strategy, 86team, 193

motivating, 216team member, 201time, PSP average, 187work, nature of, 101

Difficult people, 178, 208–211

definition, 208handling, 178, 208–211principles for handling, 210

team members, 208Difficulties, handling, 110Dilbert, 37Dilemma, manager’s, 174Direction, changing, 111Director of Programming, IBM, 17

Disablingignorance, 34personality, 212

Discipline, 27, 231amateur, 27expert, 27professional, 203team, 231work, 231

Dissonance, cognitive, 33Dissonant ideas, 33Drinking problems, 212Driving toward goal, 111Drucker, Peter F., 34, 41 Drug problems, 212Duration, plan, 88Dyer, Jean L., 22, 29 Dynamic

benchmarking, 224knowledge, 97load balancing, 57 planning, 97, 98

Earned value, see EVEarning leadership, 14Edicts, management, 102Effective benchmarks, 224Elements

of benchmarking, 220of commitment, 37

Emotional needs, 32Employee turnover, 24, 203, 204, 247 Engineering

essence of, 7 integrated, 245unwritten rule of, 38

Environmentcustomer, 112stimulating, 24 working, 74

Erroreffort estimates, 130schedule, 129, 162

Essence of engineering, 7teamwork, 25

Establishingconviction, 67quality goals, 145quality responsibility, 144

Esteem, 32

292 Index

Estimating, 51 accuracy, 57, 130, 161, 222added work, 183and teamwork, 51 changes, 183completion date, 175error, 130, 161 lines of code, 223skills, 51tools, 78

EV (earned value), 175definition, 177description, 177schedule calculations, 175when reliable, 102

Evaluation developer, 204, 206measures, 36 objective, 204people, 204, 206team member, 204, 206

Exampleadopting new methods, 109aluminum manufacture, 142assessing status, 102balanced workload, 101benchmark measures, 222–225coaching, 243complaints, 125crisis, 96data confidentiality, 188difficult people, 208–210earned value, 101FAA, 59first crisis, 96how reports help, 170IBM, 43, 59, 279IBM sales plan, 207improvement strategy, 217industrial quality, 138informal information network, 278management reports, 174maturity, task, and relationship, 205measurement problem, 207multiple team TSP, 191networks, 278priorities, 108process complaints, 125quality, 138relationship maturity, 205reports, 174

setting an, 6status reports, 174system test defects, 153 task hour, 93team

member complaints, 125players, 67progress report, 174

teamwork, 93testing data, 218Trans-Siberian Railway, 207TSP multi-team, 191unbalanced workload, 99, 100untrained team members, 164weekly meetings, 195weekly reports, 94

Excellence, 27, 241Executive

information sources, 279style, 279

Exercises, teambuilding, 74problems with, 74

Expectationsmanagement, 3 team, 4 team members, 4

Experienceprior, 86rewarding, 5

Experiments, workspace, 188Expert, discipline, 27Expulsion, threat of, 128Extrinsic motivation, 15

FAA, 43, 59Facilities, needed, 187Factions, team, 196Facts, learning, 66Fairness, 203Fear, as motivator, 35, 36, 128Federal Aviation Administration, see FAAFeedback, 26, 34, 195, 197

compensating, 34immediate, 197importance of, 34, 220improvement, 220need for, 195precise, 56 team, 56 timely, 40, 197

Feelings, developer, 204

Index 293

Festinger, Leon, 33, 41 Fidelity, process, 116, 118Financial

groups, 284network, 278rewards, 16

Firing, 182First crisis, 96First-level managers, 181Five properties of self-directed teams, 24, 25Fixing plan problems, 240Fluency, language, 64Focus, product, 107Following

leaders, 14plans, 96, 241process, 58, 115, 116, 128

benefits of, 128Formation, team, 49, 61Formed teams, inheriting, 63Forms, TSP

MTG, 122WEEK, 175

Free changes, 98Frequency, reporting, 174Frequent

changes, 183team meetings, 195

Future challenges, 245

Game, blame, 238Gathering data, 55, 58, 123, 143

problems, 144Gawande, Atul, 27, 29 Getting help, 104Goals, 197

and motivation, 33 challenging, 14changing, 240clear, 6 commitment to, 238common, 22, 26 defining, 166driving toward, 111immediate, 6 importance, 26improvement, 216, 217leader’s, 14measurable, 197personal, 5, 102problems, 197quality, 140, 145, 149

rewarding, 14short term, 109team, 6, 84, 197unachievable, 33 worthwhile, 230yield, 87

Greed, as a motivator, 35, 36 Groups

close-knit, 25, 195 cohesive, 25, 74financial, 284personnel, 284staff and support, 283

Guidance, management, 87Guidelines

changing plans, 240management meeting, 89, 90opening management meeting, 53, 84plan changes, 240reporting, 171role selection, 256

Handlingadded work, 183control problems, 156difficult people, 178, 208–211individual problems, 238people problems, 208–211, 238poor performers, 211–213problems, 171quality data, 148requests for help, 182

Hardware interface manager, 255Help

asking for, 104, 169, 178 getting, 104requests for, 104, 178

Hierarchy of needs, 32High-performing teams, 23 Hiring, 182Hot torpedo, 2Hours, task, 56, 102

definition, 102How to

make commitments, 48request help, 169

Human performance, 241Humphrey, Watts S., 13, 15, 19, 26, 29, 58, 60,

116, 117, 132, 147, 148, 151, 156, 159, 165, 168, 172, 175 179, 187, 190, 202, 203, 204, 214, 222, 228, 234, 249, 283, 286

294 Index

Iacocca, Lee, 6, 10, 242, 249IBM, 17, 43, 207, 232, 279Ideas

consonant, 33dissonant, 33

Identifyingareas to improve, 34potential leaders, 68quality problems, 144 strengths, 34suitable team members, 62talent, 65

Ignorance, disabling, 34Impact of poor work, 27 Implementation manager, 262Importance of

feedback, 34goals, 26quality, 133, 134, 199

Improvement continuous, 140feedback, 220goals, 216, 217measures, 220motivating, 216objectives, 217plan, 104, 219 priorities, 218process, 217productivity, 163, 164resources, 219strategy, 217tracking, 220

Improving competence, 64performance, 119, 215, 241productivity, 163, 164quality, consequences, 108task hours, 102team performance, 215

Inadequate resources, 158Incompetent leadership, 11 Increasing

productivity, 103task hours, 102

Independent testing, 283India, 35Individual

data, 188performance, 24, 33problems, handling, 238

Industrial quality example, 138Informal networks, 278

Information sources, executive, 279Inheriting formed teams, 63Injected defects, average, 186Innovation, 110Insecurity, job, 205Inspection, 141

code, 147design, 147quality strategy, 141

Installation manager, 255Integrated

engineering, 245leadership, 246

Intellectual work, 65, 118Interdependence, 22Interesting

jobs, 4 work, 5

Interests, 65, 202 competence and motivation, 202conflict with competence, 202team, 5

Intermediate goals, 6 Internal recruiting, 62International Business Machines (IBM), 43,

207, 232, 279Interpersonal behavior, 51Interviewing team candidates, 62Intrinsic motivation, 15Investment, in TSP, 158Invisible, becoming, 171 Involving customer, 112Issues

resolving, 196team formation, 61unresolvable, 84

Jelled team, 22, 23 Job

and motivation, 35 dead end, 202insecurity, 205interesting, 4 leadership, 3 manager, 181rewarding, 4 role manager, 254scope, 184security, 4 team leader, 3, 235top priority, 8, 75, 138, 193, 209

Journey, quality, 140, 142

Index 295

Kennard, George, 43Kinds of motivation, 35 Knowledge, dynamic, 97Korean War, 16

Language fluency, 64LAU, script, 76 Launch, 51, 71

leading, 84meetings, 52, 77, 84–91objectives, 72, 78opening meeting, 52, 84overview, 75 participants, 82postmortem, 91preparation, 79

checklist, 80process, 75products, 54 report, 89

contents, 89script, 76 support, 78TSP, 51, 71

Launching the team, 51 Leader

acting like a, 17and followers, 14becoming a, 14, 16being a, 16, 229, 233, 234commitment, 14job of, 3, 7, 8or manager, 14, 233potential, 68subordinate, 17versus manager, 14 vision, 14

Leadership, 5, 11, 229absence of, 11 and coaching, 242and managing, 233, 234attitude, 7, 15behavior, 242challenges, 110, 231commitment, 14definition, 229demands, 5earned, 14example, 6 goals, 14 incompetent, 11 integrated, 246

job, 3, 7, 8, 18 need for, 27poor, 12 potential, 68 problems, 11, 13 responsibility, 201, 235, 236role, 235setting an example, 6standards, 7, 231symptoms of poor, 12tasks, 243team, 284transactional, 15, 36, 233transformational, 15, 233, 234vision, 14weak, 124

Leadinga TSP launch, 84and coaching, 242and managing, 233, 234from below, 17versus managing, 13

Learningcognitive, 66facts, 66

Learson, T. Vincent, 43, 59Lethargic teams, 216Limitations, measurement, 207Limiting launch participation, 82Linberg, Kurt, 5, 10 Line of code (LOC) projections, 223Lister, Timothy, 22 Load balancing, 57, 88, 99LOC, see line of codeLogic

for PSP, 116for reporting, 170for TSP, 117

Loyalty, 234, 247 balancing, 285conflicting, 234

MacArthur, Douglas, 16Magellan spacecraft, 136, 137Maintaining

communication, 232motivation, 48 plan, 99, 199priorities, 108product focus, 107team, 191team communication, 232

296 Index

Managementattitude, 189behavior, 157concerns, 119, 171configuration, 282crisis, 110, 170defect, 138definition, 13, 233dilemma, 174edicts, 102expectations, 3, 4 guidance, 87meeting, 52, 84

guidelines, 89negotiating with, 97opening meeting, 52, 84plan review, 89prerogatives, 124pressure, 102priorities, 4, 5, 182

versus team, 4, 5 quality, 51, 64, 139, 146relating to, 153reporting to, 169reports, 57, 170

contents, 171example, 174guidelines, 171launch, 89

requests, 189resistance, 155responsibilities, 3, 235reviews, 110schedule desires, 167status reports, 57style, 174support, 126, 155, 167

for planning, 167for process, 126getting, 126

surprising, 172task time, 102team, 68trust in team, 167wants, 167

Managerbeing a, 233first level, 181job, 181or leader, 13, 233 principal responsibility, 3 quality, 87, 146, 270, 281

responsibilities, 3 successful, 182support, 272, 282test, 264, 283versus leader, 14

Managingchanges, 98definition, 13, 233plan, 95quality, 58, 133, 138teams, 233, 234versus leading, 13

Map of team characteristics, 73 Market, time to, 23Marshall Plan, 16Maslow, Abraham, 31, 41, 127, 132Maturity

relationship, 204, 205task, 204, 205

Maximizing team performance, 201McAndrews, Donald R., 128, 132, 140, 151,

156, 159, 168, 186, 190McLean, E.R., 247, 249Measurable

benchmarks, 221goals, 197

Measurementlimitations, 207personal, 141problem, 206quality, 141user-based, 141

Measuresbenchmark, 221, 222competitive, 23evaluation, 36improvement, 220motivational, 224personal, 141quality, 108simple, 207user-based, 141

Measuringachievements, 16 people, 206quality, 58, 108, 140, 141

Meetingmanagement, 52, 84report, 120

form, 122Meetings

team, 56, 195

Index 297

TSP launch, 52, 77, 84–91weekly, 56, 57, 195

Membership, 25, 127, 235attitude, 194facets of, 127sense of, 235team, 83, 194

Methodsadopting new, 109quality management, 146

Milestone status, 56 Minimizing effort, 36 Misleading references, 62Mismatch, skill, 211Misuse of data, 206Mitigation

plans, 89risk, 88

Mix of talents, 24Modules

defective, 219reinspecting, 144

Morgan, Ben B., 51, 60 Motivated

employees, 202teams, requirements for, 48

Motivating action, 197development teams, 216improvement, 216measures, 224teams, 72, 127, 216, 224team members, 166technical people, 202

Motivation, 31 and goals, 33, 202and performance, 38 and the job, 35benchmark, 224building, 39by commitment, 35, 38 by fear, 35, 36, 128 by greed, 35, 36competence and interest, 202definition, 31elements of, 39extrinsic, 15fear, 35, 36, 128interests and competence, 202intrinsic, 15kinds of, 127 maintaining, 48

membership, 127recognition, 127requirements for, 48 safety, 128self-actualization, 127steps to, 72survival, 128sustaining, 34, 39, 40, 48system, 40team, 31, 127, 195team member, 166, 195technical

challenge, 35people, 202

threats as, 128to follow the process, 127

Motivational measures, 224MTG form, 122Multi-dimensional problems, 245Multi-team

networks, 284TSP, 83, 191, 284

Multiple-defect modules, 219

Napoleon, 230Nature of

complaints, 124defined process, 78development work, 101team member complaints, 124

Need for coaching, 78leadership, 27roles, 252self-directed teams, 24teams, 23training, 58, 117 TSP coach, 78

Needsemotional, 32hierarchy of, 32physical, 32skill, 49, 50

Negotiation, 37 plan, 54schedule, 84with management, 97

Nerve, team leader, 124Networking, 165, 277Networks, 278

advisory, 278financial, 278

298 Index

Networks, cont.informal, 278multi-team, 284organizational, 278

New methods, adopting, 109Nikora, Allen P., 135, 151

Objectives coaching, 208daily, 197improvement, 217launch, 72, 78people evaluation, 204team leader, 47, 48 TSP launch, 72, 78weekly, 197worker, 16

Obstaclesovercoming, 110unsuspected, 111

Open door policies, 165Opening management meeting, 52, 84Organizational networks, 278Overall plan, 86Overcoming obstacles, 110Overview

launch, 75TSP, 47

Ownershipcommitment, 39 definition, 239of process, 26, 239of quality, 139plan, 26, 239problem, symptoms of, 198team, 59, 197

Parsons, J. M., 34, 41 Part-time team members, 25, 184Participants, TSP launch, 82Participation

in TSP launch, 82limiting, 82team, 104team member, 89why limit, 82

PDF (percent defect free), 223, 226Peer support, 56, 145People

capability, 201difficult, 178, 208

examples, 208–213handling, 178

evaluation, 204, 206loyalty, 247measuring, 206

Percent defect free, see PDFPerformance, 38

and motivation, 38benchmark, 220 effect of feedback, 34 human, 241improving, 216, 241individual, 24, 33, 224maximizing, 201manager, 255personal, 224poor, reasons for, 211problems, 211–213quality, 199schedule, 57self-actualizing, 33, 127standard, 220team, 23, 124, 215

maximizing, 201member, 188

unequal, 204variations, 208, 226

Personal aspirations, 5 commitment, 15, 241data, 188, 189goals, 5, 102measurement, 141performance, 224Software Process, see PSP

Personalitydisabling, 212problems, 205

Personnelgroups, 284problems, 124, 182, 208–213

Physical needs, 32Piecework systems, 36 Plan

action, 171alternative, 87as a reference, 198balancing, 88changes, 240detailed, 57, 99differs from work, 240duration, 88following, 96, 241improvement, 104, 219maintaining, 99, 199

Index 299

managing, 95mitigation, 89negotiations, 54 overall, 86owning, 26, 239principal value, 97problems, 240quality, 87, 146reviewing with management, 89reviews, 146sales, IBM, 207static, 98tracking, 56 value of, 97

Planning, 51, 58 dynamic, 97, 98importance, for team, 198manager, 266overall, 86 problems, 75skills, 51, 64support for, 167team, 53, 167, 198time, 98tools, 78

Policies, open door, 165Politics, 234Poor

leadership, symptoms of, 12performers

handling, 211reasons for, 211

Poor work, 204cost of, 139impact of, 27

Postmortem, launch, 91Potential

leaders, 68replacements, 68

Power of teams, 23PQI (process quality index), 148Predictable schedules, 128Preferences and aptitudes, 64Preparation

launch, 79launch report, 89

PREPL, 80Prerogatives, management, 124Pressure, management, 102Prevention

crisis, 182defect, 141

Principal responsibilities, managers, 3

Principleshandling difficult people, 210PSP, 116quality management, 139

Prior experience, 86Priorities

balancing, 189cost, 108differing, 5 example, 108improvement, 218maintaining, 108management, 4professional, 4quality, 108, 139schedule, 108setting, 108team, 4, 107team leader, 8, 75, 138, 193, 209

Privacy manager, 255Private workspace, 188Problems

absenteeism, 212control, 156data

gathering, 144related, 126

describing, 171drinking, 212drugs, 212gathering data, 144goal, 197handling, 211, 238individual, 238leadership, 13 measurement, 206multi-dimensional, 245ownership, 198performance, 211personality, 205personnel, 124, 182, 208–213plan, 240plan maintenance, 199planning, 75political, 234process, handling, 124quality, identifying, 144responsibility, 203skill, 185staffing, 184strategy for handling, 171team, handling, 238teambuilding exercises, 74

300 Index

Problems, cont.usability, 111workspace, 188

Processbenefits of following, 128changing, 139data, 58defined, nature of, 78defining, 58fidelity, 116 following, 58, 115, 116, 128improvement, 217launch, 75manager, 268, 281motivation to follow, 127multi-team, 83nature of, 78owning, 26, 239problems, handling, 124quality index, see PQIstarting to use, 119team member selection, 62TSP launch, 71why follow, 116, 118

Productdefects, with TSP, 131focus, maintaining, 107quality, 9

improving, 131TSP, 131

skills, 50, 64Productivity, 13, 223

and stability, 13 benchmark, 223development, 162improvement, 163, 164

PSP, 162, 163 TSP, 164

increasing, 103team, 57, 163team member, 57, 185

Productsquality, 9, 87, 131successful, 108TSP launch, 54

Professionaladvice, 212discipline, 203priorities, 5

Profile defect removal, 225quality, 148

Progress assessing, 170tracking, 101

Projectcontrol, 156risk analysis, 88status, 170strategy, 86successful, 108support, 86tracking skill, 64

Projecting LOC, 223Properties, self-directed teams, 24, 25, 47,

72Protecting the team, 181, 183PSP

benefits, 158–164 course, 58defect reduction, 160 importance of training, 158logic for, 116need for, 117, 240principles, 116productivity, 162, 163skills, 58test defects, 160training, 58, 117, 158

Purpose, TSP roles, 239

Quality, 7, 108, 133, 140 analysis, 148and testing, 140assurance, 281benefits, 142commitment, 199costs of, 139data

gathering, 143handling, 148

definition, 134essence of engineering, 7 example, 138goals, 140, 145, 149identifying problems, 144importance of, 133, 134, 199improving, 108, 131index, see PQIindustrial example, 138journey, 140, 142management, 51, 64, 139, 146

methods, 146principles, 139

Index 301

priority, 139skill, 64

manager, 87, 146, 270, 281managing, 58, 133, 138measures, 108measuring, 58, 108, 140

skill, 64not produced by mistake, 24 ownership, 139plan, 87, 146

making, 87priority, 108, 139problems, identifying, 144products, 9, 87, 131profile, 148reporting, 148responsibility, 144, 145reviews, 149software, 37standard, 7status, 56, 176strategy, 142

team leader, 143TSP, 143

system, 116user-based measures, 141work, 9, 24worst parts, 116

Quarterly Review Checklist, 173Questions, assessment, 194

Random House, 220, 228, 251, 275Raudsepp, Eugene, 232, 249Recognition, 32, 127Recording data, 123Recruiting, 62

team members, 49, 62 Reducing test time, 143, 160References

candidate, 62misleading, 62

Reinspections, 144Relating to management, 153Relationship

maturity, 204, 205trusting, 63

Relaunch, TSP, 40reasons to, 57

Releases, multiple, 86Replacements, potential, 68Replanning, 57Reporting to management, 169

Reportsadvertise accomplishments, 170approach, 171, 172bad news, 174example, 174frequency, 174guidelines, 171, 172how they help, 170implicit message, 169launch, 89logic for, 170management, 57, 174meeting, 120, 122quality, 148status, 57, 174suggested approach, 171, 172TSP weekly report, 120, 174, 175Weekly, 94, 174, 175 what to report, 171when to report, 174

Representatives, at launch, 83Requests

customer, 184for help, 104, 169, 178from customer, 184handling, 182management, 189

Requirementsbenchmarking, 220changing, 98, 189creep, 98for motivated teams, 48for self-directed team, 24, 47, 72, 155statements, 112

Resistancedata gathering, 144management, 155

Resolving issues, 196Resource

additional, 87allocation, 49 improvement, 219inadequate, 158scarce, 182

Respect, self, 26 Responsibilities

coaching, 235customer interface manager, 258design manager, 260for problems, 203implementation manager, 262leadership, 201, 235

302 Index

Responsibilities, cont.management, 3, 235planning manager, 266principal, 3 process manager, 268quality, 144, 145

establishing, 144manager, 270

role managers, 252, 257, 258–272support manager, 272team leader, 3, 8, 236test manager, 264

Reviews code, 147defect, 147, 149design, 147management, 89, 110plan, 89, 146quality, 149Quarterly Review Checklist, 173

Rewarding goals, 14jobs, 5 team environment, 5

Rewards, financial, 16 Risk

analysis, 88mitigation, 88

Role, 84, 251 additional, 255assigning, 254coaching, 257customer interface manager, 258definition, 251design manager, 260implementation manager, 262leadership, 235manager

coaching, 257job, 254responsibilities, 257teams, 285

need for, 252other, 255planning manager, 266process manager, 268, 281purpose, 239quality manager, 270, 281responsibilities, 252, 282selecting, 85, 256support manager, 272, 282team, 84, 251team leader, 236

team member, 22 test manager, 264, 283undefined, 254why needed, 239, 252

Roosevelt, Franklin D., 16 Run charts, 220Russia, 207

Safety, 32, 128manager, 255

Salary, 182increases, 206

Sales plan, IBM, 207Satisfaction surveys, IBM, 232 Satisfied employees, 5Satisfying the customer, 139Scarce resources, 182Schedule, 108

calculations, EV, 175error, TSP, 129, 162negotiation, 84performance, 57predictable, 128priority, 108shorter, 128slipping, 109, 184status, 175when to discuss, 84

SCM (software configuration management), 282Scope, job, 184Scorpion submarine, 1Script

LAU, 76WEEK, 120

Securityjob, 4 manager, 255

Selectingroles, 85, 256team members, 61, 62

Self-actualization, 32, 33, 127performance, 33, 127sustaining, 33

Self-directed teams, 24characteristic behavior, 24characteristics, 72motivating, 72need for, 24properties, 24, 26, 47, 72 requirements for, 24, 47, 72, 155workspace, 196

Self-esteem, loss of, 202Self respect, 26

Index 303

Senge, Peter M., 34, 42 Sense of urgency, 242SEPG (Software Engineering Process Group), 279

working with, 280Setting priorities, 108Severeid, Eric, 34, 42 Shellenbarger, Sue, 247, 249Short-term

commitments, 35goals, 109

Shorter schedules, 128Simple measures, 207Size projections, 223Skill, 27

application domain, 50, 64building, 66, 209defining needs, 63 estimating, 51 interpersonal, 51mismatch, 211needs, 50, 63planning, 51, 64 problems, 185product technology, 50 project tracking, 64PSP, 58quality management, 51, 64 quality measurement, 64team member, 63teamwork, 23 technical, 204tool and method, 50tracking, 64

Sloppy work, 204Software

configuration management, see SCMEngineering Process Group, see SEPGquality, 37

Sontag, Sherry, 1, 2Sources, information, 279Spacecraft

defects, 135Magellan, 136, 137Voyager, 135, 136

Spirit, team, 204Stable workplace, 13 Staff

groups, 283technical, 165

Staffing changes, 240delays, 185problems, 184

Standards, 7, 231behavioral, 7coding, 146cooperative behavior, 7 design, 146leadership, 7, 231performance, 220quality, 7team leader, 7updating, 149

Static plans, 98Status

assessing, 102commitment, reporting, 172earned value, 56milestone, 56project, 170quality, 56, 176 reporting, 171reports, management, 57schedule, 175

Stimulating environment, 24Storming phase, 253 Strategy

change management, 98contradictory, 111development, 86for handling added work, 183for handling problems, 171for managing changes, 98improvement, 217problem-handling, 171project, 86quality, 142team, 86test and fix, 141TSP quality, 142, 143TSP teambuilding, 74

Strengths, identifying, 34 Style

executive, 279management, 174

Subcontract manager, 255Submarine Scorpion, 1Submarine Thresher, 1Success

advertising, 170assessing chances of, 111defining, 108

Successfulmanagers, 182products, 108projects, 108

304 Index

Suitable team members, identifying, 62Superior work, 244Support

groups, 283launch, 78management, 126, 155, 167manager, 272, 282mutual, 231opportunities, 145peer, 56 project, 86team member, 145

Surowiecki, James, 2Surprising management, 172Surveys, satisfaction, 232Survival, 32, 128Sustaining

motivation, 34, 40 self-actualization, 33

Symptomsownership problems, 198poor leadership, 12

Systemmotivation, 40quality, 116test defects, TSP, 130

example, 153spacecraft, 135–137

test time, TSP, 129, 160

Taking charge, 198Talent, 64

building, 243identifying, 65mix of, 24

Task hours, see task timeTask time, 56

as a benchmark, 223, 224definition, 101, 102edicts, 102example, 93improving, 102increasing, 102

Task maturity, 204, 205Tasks

added, 183allocation of, 88coaching, 243leadership, 243team, 253

Team, 21and commitment, 38assessing, 194

attitude, opening meeting, 53, 84boundaries, 25building, see Teambuildingcohesive, 4, 193, 235commitment, 38, 87, 199communication, 56, 195, 232, 235complaints, 198composite data, 127consensus, 84

achieving, 79cooperative, 22credibility, building, 90data, 127, 189definition, 22destroying, 126, 196, 204 developing, 193discipline, 231edicts, 102environment, 5 expectations, 4 factions, 196feedback, 56 formation, 49, 61

issues, 61goals, 6, 84, 197

commitment to, 238defining, 166

high-performing, 23 inheriting an existing, 63interdependence, 22interests, 5 jelled, 22, 23launch, 51 leader

behavior, 7, 242behavioral standards, 7being a, 229challenges, 5, 110, 118, 208concerns, 7confidence in members, 8conviction, 124doubts, 7following the process, 123greatest challenge, 208job, 3, 235nerve, 124objectives, 47, 48priorities, 8, 75, 138, 193, 209quality strategy, 143responsibilities, 3, 8, 119, 123 roles and responsibilities, 236standards, 7

leadership, 284

Index 305

lethargic, 216maintaining, 191management, 68 meetings, 56, 57, 195member

behavior, 194commitment, 199communication, 57 defining, 83development, 201difficult, 208evaluation, 204, 206expectations, 4 meeting with, 123motivating, 166part time, 25, 184participation, in launch presentation,

89performance, 188productivity, 57, 185recruiting, 49roles, 22selecting, 61selection process, 61, 62suitable, 62support, 145

membersrecruiting, 49, 62selecting, 61, 63

membership, 25, 83, 194defining, 83

motivating, 72, 127, 216, 224motivation, 31 need for, 23ownership, 59, 197participation, 104performance, 23, 215

improving, 215maximizing, 201

planbalancing, 88overall, 86

planning, 53, 86, 167, 198players, example, 67power of, 23priorities vs. management, 5problems, handling, 238productivity, 57, 163protecting, 181, 183quality

commitment, 199goals, 145

responsibility, 145responsibility, quality, 145role manager, 285roles, 84, 251self-directed, 24, 47, 72Software Process, see TSP spirit, 204strategy, 86tasks, 253why needed, 23

Teambuilding, 43, 73, 253accelerating, 253conditions, 72, 73exercises, 74 map, 73roles and, 253strategy, TSP, 74

Teamwork, 9, 25, 55behavior, 51essence of, 25estimating and planning, 51example, 93interpersonal behavior, 51quality management, 51skill, 23topics, 51

Technical challenge, 35 motivation, 202skill, 204staffs, 165

Technology challenges, 245Test

and fix strategy, 141data example, 218defects, 130, 159, 186

spacecraft, 135–137manager, 264, 283time, 129, 143, 159

reduction, 129, 143, 160Testing

and quality, 140data, example, 218independent, 283

Threats, 128Thresher submarine, 1Time

development, 187planning, 98task, see task timetesting, 129, 143, 159training, 164

306 Index

Time-to-market, 23 Timely feedback, 40, 197Tools

estimating, 78planning, 78skills, 50

Top priorities, 8, 75, 138, 193, 209Torpedo, hot, 2Tracking, 220

improvement, 220plan, 56progress, 101skill, 64

Training, 49, 65, 185need for, 58, 117PSP, 58, 117, 158time, 164

Trans-Siberian Railway, 207Transactional leadership, 15, 36, 233Transformational leadership, 15, 233, 234Truman, Harry S., 16 Trust, 231

building, 63, 231, 232management, 167

Trusting relationship, 63Trying harder, 139TSP

behaviors, 119benefits, 128–131coach, 78, 280form

MTG, 122WEEK, 175

improving productivity, 164investment in, 158LAU script, 76launch, 51, 71

leading, 84meetings, 52, 77, 84–91objectives, 72overview, 75participants, 82preparation, 79process, 75products, 54 script LAU, 76

logic for, 117MTG form, 122multi-team TSP, 83

example, 191overview, 47, 75

parts of, 48product quality, 131productivity, 163, 164quality strategy, 142, 143relaunch, 40required behavior, 119results, 129, 130, 131roles, purpose, 239schedule error, 129, 162scripts

LAU, 76WEEK, 120

teamformation, 49, 61 launch, 71leader role, 236

teambuilding strategy, 74WEEK script, 120weekly meeting form, MTG, 122Weekly Summary Report, 175

Turnover, employee, 24, 203, 204, 247Typical defect levels, 142

Unachievable goals, 33Unbalanced workload, 57, 99, 100Understanding complaints, 125Unequal performance, 204Unit test defects, 160, 186United Media, 37United Nations (UN), 16 Unresolvable issues, 84Unsuspected obstacles, 111Untrained team members, example, 164Unwritten rule of engineering, 38Updating checklists and standards, 149Urgency, sense of, 110, 242U.S. Army Signal Corps, 24U.S. Navy, 1 Usability problems, 111User-based quality, 141Using

data, 58 the process, 119

Value, of plan, 97Variations

performance, 208, 226work, 208

Vietnam War, 14, 231Visible commitments, 39, 87Vision, lack of, 12

Index 307

Voluntary commitments, 39, 87Voyager spacecraft, 135, 136

Weak leadership, 124WEEK

form, 175script, 120

Weekly meeting

example, 195script, 120

reports, example, 94, 174team meetings, 56, 57

Whatmanagement expects, 3 management wants, 167teams expect, 4 to report, 171

When to benchmark, 227discuss schedules, 84report, 174

Who is a team member?, 83Why

benchmarks motivate, 224coach is needed, 78follow the process, 116have roles, 239, 252it is hard to

follow a process, 118gather data, 144

limit launch participation, 82manage quality, 138PSP training is needed, 116quality is important, 133, 134relaunch, 57 roles are needed, 239, 252teams are needed, 23

Winner, acting like, 15Work

challenging, 203changes, strategy for managing, 98, 183creative, 118disciplined, 231divergence from plan, 240intellectual, 65, 118interesting, 5 quality, 9, 24 sloppy, 204superior, 244variations, 208

Worker objectives, 16 Workforce

building, 247stability, 203, 204, 247 turnover, 24, 203, 204, 247

Working discipline, 231environment, 74space, 187, 188with the coach, 280with the SEPG, 280

Workload balanced, 101balancing, 57, 88, 99unbalanced, 57, 99, 100

Workplace stability, 13 Workspace, 187

common, 188, 196contiguous, 188experiments, 188private, 188problems, 188shared, 196

World War II, 12, 35, 245Worst parts, quality of, 116Worthwhile goals, 230

Yield goals, 87