Background
Humphrey, Watts Sherman was born on July 4, 1927 in Battle Creek, Michigan, United States. Son of Watts Sherman Humphrey and Katharine (Strong) Osborne.
(Watts S. Humphrey structured this book to help the manage...)
Watts S. Humphrey structured this book to help the manager establish goals and persuade people to adopt them as their own. Part One deals with the elements of leadership and those leadership standards that sustain dedication and enthusiasm. Part Two examines the motivation and development of individual professionals who form the foundation of every technical organization. Part Three shows how to identify those technical and managerial leaders who will be responsible for the future of the organization. Part Four describes the innovation process and those techniques that help insure its effectiveness. Part Five discusses technical teams. Part Six covers organizational structures. Part Seven explains the key role of the technical manager in introducing new products, developing better processes, and solving new problems.
http://www.amazon.com/gp/product/0135503027/?tag=2022091-20
(The author, drawing on years of experience at IBM and the...)
The author, drawing on years of experience at IBM and the SEI, provides here practical guidance for improving the software development and maintenance process. He focuses on understanding and managing the software process because this is where he feels organizations now encounter the most serious problems, and where he feels there is the best opportunity for significant improvement. Both program managers and practicing programmers, whether working on small programs or large-scale projects, will learn how good their own software process is, how they can make their process better, and where they need to begin. "This book will help you move beyond the turning point, or crisis, of feeling over-whelmed by the task of managing the software process to understanding what is essential in software management and what you can do about it." Peter Freeman, from the Foreword 0201180952B04062001
http://www.amazon.com/gp/product/0201180952/?tag=2022091-20
( Most modern software development projects require teams...)
Most modern software development projects require teams, and good teamwork largely determines a project’s success. The Team Software Process (TSP), created by Watts S. Humphrey, is a set of engineering practices and team concepts that produce effective teams, thereby helping developers deliver high-quality products on time and within budget. TSP bridges Humphrey’s seminal work on the Capability Maturity Model (CMM), an improvement framework for the entire software organization, and his Personal Software Process (PSP), practices designed to improve the work of individual developers. Typical first-time TSP teams increase productivity by more than 50 percent while greatly increasing the quality of their delivered products. However, TSP teams only continue to improve under the guidance of a capable coach. One industrial-strength team, for example, increased its productivity by an additional 94 percent and reduced test defects by 85 percent through three consecutive TSP quarterly product release cycles. Without competent coaching, teams often do not progress much beyond the initial one-time improvement seen after the introduction of the TSP. Humphrey distinguishes between TSP coaching and TSP leadership, explaining why the skillful performance of both functions is critical. In this practical guide, he shares coaching methods that have repeatedly inspired TSP teams and steered them toward success. With the help of a coach, TSP teams undergo a brief but intense project launch in which they define their own processes, make their own plans, and negotiate their commitments with management, resulting in dramatically enhanced performance. Whether you are considering the TSP or are actively implementing it, TSPSM—Coaching Development Teams provides the invaluable examples, guidelines, and suggestions you need to get started and keep developing as a team coach. It’s meant to complement Humphrey’s other books, TSPSM—Leading a Development Team and PSPSM: A Self-Improvement Process for Software Engineers. Together, the three works offer a rich resource for improving your software development capabilities.
http://www.amazon.com/gp/product/0201731134/?tag=2022091-20
(This book from Watts Humphrey broadens his disciplined ap...)
This book from Watts Humphrey broadens his disciplined approach to software engineering. In his earlier book, Managing the Software Process, Humphrey developed concrete methods for managing software development and maintenance. These methods, now commonly practiced, provide programmers and managers specific steps for evaluating and improving their software capabilities. In this book, he scales down those methods to a personal level, helping software practitioners develop the skills and habits they need to plan, track, and analyze large and complex projects more carefully and successfully.
http://www.amazon.com/gp/product/0201546108/?tag=2022091-20
( "Every senior executive needs to read this book." --R...)
"Every senior executive needs to read this book." --Robert Musson Vice President, Business Strategy Cenus Technologies "An informative book for any business person (not just technologists) who has ever been associated or involved with a software development effort and thought 'there must be a better way!' Watts has provided that better way-- the PSP/TSP, and a great book." --Roy Kinkaid, Head of Continuous Improvement and Software Quality Assurance, EBS Dealing Resources Watts Humphrey is the well-known author of methods and models widely used by organizations, teams, and individuals to improve the efficiency and effectiveness of software development. In Winning with Software, he shows corporate executives and senior managers why software is both a business problem and a business opportunity. "This book is extremely well written and targets the right audience. I plan to buy a copy for each of my executives." --Kevin J. Berk, Director, Process Improvement, Total Quality Systems Humphrey, drawing on his own extensive executive and management experience, first demonstrates the critical importance of software to nearly every business, large and small. He then outlines seven steps needed to gain control of a software operation and transform it into a professional, businesslike engineering function. Failure to recognize the importance of software, and to take charge of its development process, runs the risk of damaging the entire business. By contrast, Humphrey relates the substantial benefits real organizations have obtained from such awareness and control, and he concludes with an analysis of the impressive financial returns the recommended transformations typically yield. "This is a great book that will play a valuable role. It has excellent anecdotes that illustrate the points being made, as well as good examples depicting the problems faced by teams and managers. I look forward to sharing it with my colleagues." --Steven Sliwa, President & CEO, Insitu Group Inc. and former President of Embry-Riddle University "The logical approach, the high level explanations, and the application of real-life experiences make the book not only credible but easily understood. If a large number of CEOs don't at least try out the book's concepts, I will be greatly surprised." --David Webb Software Engineering Project Manager, Hill Air Force Base
http://www.amazon.com/gp/product/0201776391/?tag=2022091-20
( Most software-development groups have embarrassing reco...)
Most software-development groups have embarrassing records: By some accounts, more than half of all software projects are significantly late and over budget, and nearly a quarter of them are cancelled without ever being completed. Although developers recognize that unrealistic schedules, inadequate resources, and unstable requirements are often to blame for such failures, few know how to solve these problems. Fortunately, the Personal Software Process (PSP) provides a clear and proven solution. Comprising precise methods developed over many years by Watts S. Humphrey and the Software Engineering Institute (SEI), the PSP has successfully transformed work practices in a wide range of organizations and has already produced some striking results. This book describes the PSP and is the definitive guide and reference for its latest iteration. PSP training focuses on the skills required by individual software engineers to improve their personal performance. Once learned and effectively applied, PSP-trained engineers are qualified to participate on a team using the Team Software Process (TSP), the methods for which are described in the final chapter of the book. The goal for both PSP and TSP is to give developers exactly what they need to deliver quality products on predictable schedules. PSPSM: A Self-Improvement Process for Software Engineers presents a disciplined process for software engineers and anyone else involved in software development. This process includes defect management, comprehensive planning, and precise project tracking and reporting. The book first scales down industrial software practices to fit the needs of the module-sized program development, then walks readers through a progressive sequence of practices that provide a sound foundation for large-scale software development. By doing the exercises in the book, and using the PSP methods described here to plan, evaluate, manage, and control the quality of your own work, you will be well prepared to apply those methods on ever larger and more critical projects. Drawing on the author’s extensive experience helping organizations to achieve their development goals, and with the PSP benefits well illustrated, the book presents the process in carefully crafted steps. The first chapter describes overall principles and strategies. The next two explain how to follow a defined process, as well as how to gather and use the data required to manage a programming job. Several chapters then cover estimating and planning, followed by quality management and design. The last two chapters show how to put the PSP to work, and how to use it on a team project. A variety of support materials for the book, as described in the Preface, are available on the Web. If you or your organization are looking for a way to improve your project success rate, the PSP could well be your answer.
http://www.amazon.com/gp/product/0321305493/?tag=2022091-20
( Leaders of software-development projects face many chal...)
Leaders of software-development projects face many challenges. First, you must produce a quality product on schedule and on budget. Second, you must foster and encourage a cohesive, motivated, and smoothly operating team. And third, you must maintain a clear and consistent focus on short- and long-term goals, while exemplifying quality standards and showing confidence and enthusiasm for your team and its efforts. Most importantly, as a leader, you need to feel and act responsible for your team and everything that it does. Accomplishing all these goals in a way that is rewarding for the leader and the team--while producing the results that management wants--is the motivation behind the Team Software Process (TSP). Developed by renowned quality expert Watts S. Humphrey, TSP is a set of new practices and team concepts that helps developers take the CMM and CMMI Capability Maturity Models to the next level. Not only does TSP help make software more secure, it results in an average production gain of 68 percent per project. Because of their quality, timeliness, and security, TSP-produced products can be ten to hundreds of times better than other hardware or software. In this essential guide to TSP, Humphrey uses his vast industry experience to show leaders precisely how to lead teams of software engineers trained in the Personal Software Process (PSP). He explores all aspects of effective leadership and teamwork, including building the right team for the job, the TSP launch process, following the process to produce a quality product, project reviews, and capitalizing on both the leader's and team's capabilities. Humphrey also illuminates the differences between an ineffective leader and a superb one with the objective of helping you understand, anticipate, and correct the most common leadership failings before they undermine the team. An extensive set of appendices provides additional detail on TSP team roles and shows you how to use an organization's communication and command networks to achieve team objectives. Whether you are a new or an experienced team leader, TSPSM: Leading a Development Team provides invaluable examples, guidelines, and suggestions on how to handle the many issues you and your team face together.
http://www.amazon.com/gp/product/0321349628/?tag=2022091-20
( This newest book from Watts Humphrey is a hands-on intr...)
This newest book from Watts Humphrey is a hands-on introduction to basic disciplines of software engineering. Designed as a workbook companion to any introductory programming or software-engineering text, Humphrey provides here the practical means to integrate his highly regarded Personal Software Process (PSP) into college and university curricula. The book may also be adapted for use in industrial training or for self-improvement by practicing software engineers. Applying the book's exercises to their course assignments, students learn both to manage their time effectively and to monitor the quality of their work, good practices they will need to be successful in their future careers. The book is supported by its own electronic supplement, which includes spreadsheets for data entry and analysis. A complete instructor's package is also available. By mastering PSP techniques early in their studies, students can avoid--or overcome--the popular "hacker" ethic that leads to so many bad habits. Employers will appreciate new hires prepared to do competent professional work without, as now is common, expensive retraining and years of experience.
http://www.amazon.com/gp/product/0201548097/?tag=2022091-20
information technology executive writer
Humphrey, Watts Sherman was born on July 4, 1927 in Battle Creek, Michigan, United States. Son of Watts Sherman Humphrey and Katharine (Strong) Osborne.
Bachelor of Science in Physics, University Chicago, 1949. Master of Business Administration, University Chicago, 1951. Master of Science in Physics, Illinois Institute of Technology, 1950.
Doctor of Philosophy in Software Engineering (honorary), Embry Riddle Aeronautical University, 1998.
Electronics engineer Fermi Institute, University of Chicago, 1949-1951; director science personnel Chicago Midway Laboratory, University of Chicago, 1951-1953; manager computing development, Sylvania Electric Products, Natick, Massachusetts, 1953-1959; instructor computer design, Northeastern U., Boston, 1956-1959; with, International Business Machines Corporation, White Plains, New York, 1959-1986; manager teleprocessing systems development, International Business Machines Corporation, White Plains, New York, 1959-1964; director systems application engineering, Armonk, New York, International Business Machines Corporation, White Plains, New York, 1964-1965; director time sharing systems, White Plains, International Business Machines Corporation, White Plains, New York, 1965-1966; director programming, International Business Machines Corporation, White Plains, New York, 1966-1968; vice president technical development, Armonk, International Business Machines Corporation, White Plains, New York, 1968-1970; director Endicott (New York) laboratories, International Business Machines Corporation, White Plains, New York, 1970-1972; director policy development, Armonk, International Business Machines Corporation, White Plains, New York, 1972-1979; director technical assessment, White Plains, International Business Machines Corporation, White Plains, New York, 1979-1983; director programming quality and process, Poughkeepsie, New York, International Business Machines Corporation, White Plains, New York, 1983-1986; director software process program, Software Engineering Institute Carnegie Mellon U., Pittsburgh, 1986-1991; fellow, Software Engineering Institute Carnegie Mellon U., Pittsburgh, since 1991. Chairman advisory board International Business Machines Corporation Systems Research Institute, New York City, 1973-1982.
( Most software-development groups have embarrassing reco...)
(The author, drawing on years of experience at IBM and the...)
( Most modern software development projects require teams...)
( This newest book from Watts Humphrey is a hands-on intr...)
(***** INTERNATIONALEDITION ***** ***** INTERNATIONALEDITI...)
(This book from Watts Humphrey broadens his disciplined ap...)
( Leaders of software-development projects face many chal...)
( "Every senior executive needs to read this book." --R...)
(Definite wear. Shelf and edge wear. Ex - Library book wit...)
(Watts S. Humphrey structured this book to help the manage...)
Board examiners Malcolm Baldridge National Quality Award, 1991. Science advising committee Std. System Center United States Air Force, 1989-1992.
With United States Navy, 1944-1946. Fellow Institute of Electrical and Electronics Engineers (editorial boards Spectrum 1982-1983, The Institute 1982-1983, reviewer Software 1984, Computer 1984, International Business Machines Corporation System Journal 1989). Member Association for Computing Machinery, Institute for Radio Engineers (chairman computer section 1959).
Married Barbara Fallon, May 22, 1954. Children: Katharine Pickman, Lisa Fish, Sarah DeCamello, Watts Junior, Peter, Erica Jarrett, Christopher.