PART Ⅰ INTRODUCTION 1
Chapter 1 THE TEAM LEADER 3
1.1 What Management Expects 3
1.2 What the Team Expects 4
1.3 Management Priorities Versus Team Interests 5
1.4 The Team's Goals 6
1.5 Setting an Example 6
1.6 Standards 7
1.7 The Leadership Attitude 7
1.8 Taking Responsibility 8
1.9 The Team Leader's Job 8
1.10 Summary 9
Chapter 2 LEADERSHIP 11
2.1 Leadership Problems 11
2.2 Symptoms of Poor Leadership 12
2.3 The Fundamental Leadership Problem 13
2.4 Leading Versus Managing 13
2.5 Leaders Have Followers 14
2.6 The Leader's Vision and Commitment 14
2.7 The Leadership Attitude 15
2.8 Transformational and Transactional Leadership 15
2.9 Becoming a Leader 16
2.10 Acting Like a Leader 17
2.11 Leading from Below 17
2.12 Summary 18
Chapter 3 TEAMS 21
3.1 What Is a Team? 22
3.2 The Power of Teams 23
3.3 Why Teams Are Needed 23
3.4 The Nature of Self-Directed Teams 24
3.5 Membership and Belonging 25
3.6 Commitment to a Common Goal 26
3.7 Owning the Process and Plan 26
3.8 Skill and Discipline 27
3.9 A Dedication to Excellence 27
3.10 The Need for Leadership 27
3.11 Summary 28
Chapter 4 TEAM MOTIVATION 31
4.1 What Is Motivation? 31
4.2 Goals and Motivation 33
4.3 Feedback 34
4.4 Sustaining Motivation 34
4.5 Motivation and the Job 35
4.6 Kinds of Motivation 35
4.7 Commitment 37
4.8 Building Motivation 39
4.9 Sustaining Motivation 40
4.10 Summary 40
PART Ⅱ BUILDING TEAMS 43
5.1 The Team Leader's Objectives 47
Chapter 5 TSP OVERVIEW 47
5.2 Meeting the Team Leader's Objectives 48
5.3 Forming the Team 49
5.4 Launching the Team 51
5.5 Teamwork 55
5.6 Training 58
5.7 Team Ownership 59
5.8 Summary 60
Chapter 6 TEAM FORMATION 61
6.1 The Selection Process 62
6.2 Inheriting Formed Teams 63
6.3 Selection Criteria 63
6.4 Training 65
6.5 Team Players 67
6.6 Potential Leaders 68
6.7 Summary 69
Chapter 7 THE TSPTEAM LAUNCH 71
7.1 Launch Objectives 72
7.2 Teambuilding 73
7.3 TSP Launch Overview 75
7.4 Launch Support 78
7.5 Launch Preparation 79
7.6 Leading a TSP Launch 84
7.7 Summary 91
PART Ⅲ TEAMWORKING 93
Chapter 8 MANAGING TO THE PLAN 95
8.1 Following the Plan 96
8.2 The First Crisis 96
8.3 Dynamic Planning 97
8.4 Changing Requirements 98
8.5 Maintaining the Plan 99
8.6 Workload Balancing 99
8.7 Tracking Progress 101
8.8 Assessing Status 102
8.9 Getting Help 104
8.10 Summary 104
Chapter 9 MAINTAINING PRODUCT FOCUS 107
9.2 Setting and Maintaining Priorities 108
9.1 Defining Success 108
9.3 Establishing Short-Term Goals 109
9.4 Overcoming Obstacles 110
9.5 Changing Direction 111
9.6 Involving the Customer 112
9.7 Summary 112
Chapter 10 FOLLOWING THE PROCESS 115
10.1 Why It Is Important to Follow the Process 116
10.2 The Logic for the PSP 116
10.3 The Logic for the TSP 117
10.4 Why It Is Hard to Follow a Process 118
10.5 Starting to Use the Process 119
10.6 Gathering and Recording Data 123
10.7 Handling Process Problems 124
10.8 Data-Related Problems 126
10.9 Motivating Teams to Follow Their Defined Processes 127
10.10 The Benefits of Following the Process 128
10.11 Summary 131
Chapter 11 MANAGING QUALITY 133
11.1 What Is Quality? 134
11.2 Why Is Quality Important? 134
11.3 Why Manage Quality? 138
11.4 The Principles of Quality Management 139
11.5 The Quality Journey 140
11.6 The TSP Quality Strategy 142
11.7 Gathering Quality Data 143
11.8 The Developer's Responsibility for Quality 144
11.9 The Team's Responsibility for Quality 145
11.10 Quality Management Methods 146
11.11 Quality Reporting Considerations 148
11.12 Quality Reviews 149
11.13 Summary 150
PART Ⅳ RELATING TO MANAGEMENT 153
Chapter 12 MANAGEMENT SUPPORT 155
12.1 Management Resistance 155
12.2 Project Control 156
12.3 Inadequate Resources 158
12.4 PSP Training 158
12.5 Networking 165
12.6 Defining Team Goals 166
12.7 Team Planning 167
12.8 Summary 168
Chapter 13 REPORTING TO MANAGEMENT 169
13.1 The Logic for Reporting 170
13.2 What to Report 171
13.3 Report Contents 171
13.4 When to Report 174
13.5 A Report Example 174
13.6 Asking for Help 178
13.7 Summary 178
Chapter 14 PROTECTING THE TEAM 181
14.1 The Manager's Job 181
14.2 Handling Requests 182
14.3 Frequent Changes 183
14.4 Staffing 184
14.5 Training 185
14.6 Workspace 187
14.7 Data Confidentiality 188
14.8 Balancing Priorities 189
14.9 Summary 189
PART Ⅴ MAINTAINING THE TEAM 191
Chapter 15 DEVELOPING THE TEAM 193
15.1 Assessing the Team 194
15.2 Team Membership 194
15.4 Team Ownership 197
15.3 Team Goals 197
15.5 Team Planning 198
15.6 The Team Quality Commitment 199
15.7 Summary 200
Chapter 16 DEVELOPING TEAM MEMBERS 201
16.1 Interests, Competence, and Motivation 202
16.2 Challenging Work 203
16.3 Task and Relationship Maturity 204
16.4 Measuring and Evaluating People 206
16.5 Handling Difficult Team Members 208
16.6 Handling Poor Performers 211
16.7 Summary 213
Chapter 17 IMPROVING TEAM PERFORMANCE 215
17.1 Motivating Improvement 216
17.2 Improvement Goals 217
17.3 Improvement Strategy and Process 217
17.4 Improvement Plans and Resources 219
17.5 Improvement Measures and Feedback 220
17.6 The Elements of Benchmarking 220
17.7 Benchmark Measures 222
17.8 Dynamic Benchmarking 224
17.9 Benchmarking Yourself 226
17.10 Summary 227
Chapter 18 BEING A TEAM LEADER 229
18.1 What Is Leadership? 229
18.2 Being a Leader or a Manager 233
18.3 The Leadership Role 235
18.4 Coaching While Leading 242
18.5 The Challenges Ahead 245
18.6 Summary 248
Appendix A TEAM ROLES 251
A.1 What Roles Are 251
A.2 Why Roles Are Needed 252
A.3 Assigning Role Responsibilities 254
A.4 The TSP Team-Member Roles 254
A.5 Other Team-Member Roles 255
A.6 Selecting Team Roles 256
A.7 Coaching the Role Managers 257
A.8 Role Manager Responsibilities 258
A.9 Summary 274
Appendix B NETWORKING 277
B.1 Organizational Networks 278
B.2 Executive Style 279
B.3 Working with the Coach 280
B.4 Working with the SEPG 280
B.5 Quality Assurance 281
B.6 Configuration Management 282
B.7 Independent Testing 283
B.8 Staff and Support Groups 283
B.9 Multi-Team Networks 284
B.10 Summary 286