"Suppose you needed a new computer program. You would want your programmers to give this work high priority and to dedicate their energies to its success. Although no simple procedure can ensure that they do this, there are some methods that usually work...The key is to understand and respect them as professionals and to follow sound management principles. This knowledge and these principles are the subjects of this book." --from the Preface This book contains best-selling author Watts Humphrey's practical insights on how to lead technical professionals. In previous books, Humphrey established process as a key factor in successful software development. His advice on how companies and individuals could improve their software process has since been widely adopted. In this new book, he demonstrates the overriding importance of people to the success of any software project. He focuses particularly on the critical role of innovative people, and gives concrete advice on how to identify, motivate, and organize these people into highly productive teams.Drawing on experience as IBM's senior software-development executive, and expanding on an earlier work, Managing for Innovation, Humphrey presents here proven leadership practices and management techniques that can work in any organization. Given the software industry's dependence on creative human resources, managers will welcome his sound advice on the special challenges encountered in leading technical professionals, and on specific steps managers can take to encourage greater innovation while attaining yet higher levels of efficiency and quality. 0201545977B04062001About the Author:
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.
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Descripción Addison-Wesley Professional, 1996. Paperback. Estado de conservación: New. Brand New, not a remainder. Nº de ref. de la librería 1503170343
Descripción Addison-Wesley Professional, 1996. Paperback. Estado de conservación: New. Nº de ref. de la librería B16S2-51
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Descripción Addison-Wesley Professional, 1996. Estado de conservación: New. Brand New, Unread Copy in Perfect Condition. A+ Customer Service! Summary: (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. Nº de ref. de la librería ABE_book_new_0201545977
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Descripción Addison-Wesley Professional, 1996. Paperback. Estado de conservación: New. 1. Nº de ref. de la librería DADAX0201545977
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Descripción Addison-Wesley Professional, 1996. Paperback. Estado de conservación: New. Nº de ref. de la librería P110201545977