TSP：領(lǐng)導(dǎo)開發(fā)團(tuán)隊（英文版）

CONTENTS
PART 1 INTRODUCTION
Chapter 1  THE TEAM LEADER
1.1    What Management Expects
1.2    What the Team Expects
1.3    Management Priorities Versus Team Interests
1.4    The Team’s Goals
1.5    Setting an Example
1.6    Standards
1.7    The Leadership Attitude
1.8    Taking Responsibility
1.9    The Team Leader’s Job
1.10    Summary
Chapter 2 LEADERSHIP
        2.1 Leadership Problems
        2.2 Symptoms of Poor Leadership
        2.3 The Fundamental Leadership Problem
        2.4Leading Versus Managing
        2.5 Leaders Have Followers
        2.6 The Leader’s Vision and Commitment
        2.7 The Leadership Attitude
        2.8 Transformational and Transactional Leadership
         2.9 Becoming a Leader
         2.10  Acting Like a Leader
         2.11 Leading from Below
         2.12 Summary
Chapter 3  TEAMS
         3.1 What is a Team?
         3.2 The power of Teams
         3.3 Why Teams Are Needed
         3.4 The Nature of Self-Directed Teams
         3.5 Membership and Belonging
        3.6 Commitment to a Common Goal
         3.7 Owning the process and plan
         3.8 Skill and discepline
         3.9 A dedication to Excellence
         3.10 The Need for Leadership
         3.11 Summary
Chapter 4 TEAM MOTIVATION
         4.1 What is motivation?
          4.2 Goals and Motivation
         4.3 Feedback
         4.4 Sustaining Motivation
         4.5 Motivation and the Job
        4.6  Kinds of Motivation
        4.7 Commitment
        4.8 Building Motivation
        4.9 Sustaining motivation
        4.10 Summary
PART II BUILDING TEAMS
Chapter 5 TSP OVERVIEW
        5.1 The team leader’s objectives
        5.2 Meeting the Team Leader’s Objectives
        5.3 Forming the Team
        5.4 Launching the Team
        5.5 Teamwork
        5.6 Training
        5.7 Team Ownershiop
        5.8 Summary
Chapter 6 TEAM FORMATION
        6.1 The selection process
        6.2 Inheriting Formed Teams
        6.3 Selection Crieria
        6.4  Training
        6.5 Team Players
        6.6 Potential Leaders
        6.7 Summary
Chapter 7 THE TSP TEAM LAUNCH
        7.1 Launch Objectives
        7.2 Teambuilding
        7.3 TSP Launch Overview
        7.4 Launch Support
        7.5 Launch Preparation
        7.6 Leading a TSP Launch
        7.7 Summary
PART III  TEAMWORKING
Chapter 8 MANAGING TO THE PLAN
         8.1 Following the plan
         8.2 The First Crisis
         8.3 Dynamic Planning
         8.4 Changing Requirements
         8.5 Maintaining the Plan
         8.6  Workload Balancing
         8.7 Tracking Progress
         8.8 Assessing Status
         8.9 Getting Help
         8.10 Summary
Chapter 9 MAINTAINING PRODUCT FOCUS
        9.1 Defining Success
        9.2 Setting and Maintaining Priorities
        9.3 Establishing Short-Term Goals
        9.4 Overcoming Obstacles
        9.5 Changing Direction
        9.6 Involving the Customer
        9.7 Summary
Chapter 10 FOLLOWING THE PROCESS
1.1    Why it is important to follow the process
1.2     The Logic for the PSP
1.3    The Logic for the TSP
1.4    Why it is Hard to Follow a Process
1.5    Starting to Use the Process
1.6    Gathering and Recording Data
1.7    Handing Process Problems
1.8    Data-Related Problems
1.9    Motivating Teams to Follow Their Defined Processes
1.10    The Benefits of Following the Process
1.11    Summary
Chapter 11 MANAGING QUALITY
11.1 What is Quality?
11.2 Why Is Quality Important?
11.3 Why Manage Quality?
11.4 The Principles of Quality Management
11.5 The Quality Journey
11.6 The TSP Quality Strategy
11.7 Gathering Quality Data
11.8 The Developer’sResponsibility for Quality
11.9 The Team’s Responsibility for Quality
11.10 Quality Management Methods
11.11 Quality Reporting Considerations
11.12 Quality Reviews
11.13  Summary
PART IV RELATING TO MANAGEMENT
Chapter 12 MANAGEMENT SUPPORT
        12.1 Management Resistance
        12.2 Project Control
        12.3 Inadequate Reaources
        12.4 PSP Training
        12.5 Networking
12.6 Defining  Team Goals
12.7 Team Planning
12.8 Summary
Chapter 13 REPORTING TO MANAGEMENT
13.1 The Logic for Reporting
13.2 What to Report
13.3 Report Contents
13.4 When to Report
13.5 A Report Example
13.6 Asking for Help
13.7 Summary
Chapter 14 PROTECTING THE TEAM
14.1 The Manager’s  Job
14.2 Handing Requests
14.3 Frequent Changes
14.4 Staffing
14.5 Training
14.6 Workspace
14.7 Data Confidentiality
14.8 Balancing Priorities
14.9 Summary
PART V MAINTAINING THE TEAM
Chapter 15 DEVELOOPING THE TEAM
15.1 Assessing the Team
15.2 Team Membership
15.3 Team Goals
15.4 Team Ownership
15.5 Team Planning
15.6 The Team Quality Commitment
15.7 Summary
Chapter 16 DEVELOPING TEAM MEMBERS
16.1 Interests,Competence,and Motivation
16.2 Challenging Work
16.3  Task and Relationshiop Maturity
16.4 Measuring and Evaluating people
16.5 Handling Difficult Team Members
16.6 Handling Poor Performers
16.7 Summary
Chapter 17 IMPROVING TEAM PERFORMANCE
17.1 Motivating Improvement
17.2 Improvementj Goals
17.3 Improvement Strategy and Process
17.4 Improvement Plans and Resources
17.5 Improvement Measures and Feedback
17.6 The Elements of Benchmarking
17.7 Benchmark Measures
17.8 Dynamic Benchmarking
17.9 Benchmarking Yourself
17.10 Summary
Chapter 18 BEING A TEAM LEADER
18.1 What is Leadership ?
18.2 Being a Leader or a Manager
18.3 The Leadership Role
18.4 Coaching While Leading
18.5 The Challenges Ahead
18.6 Summary
Appendix A  TEAM ROLES
A.1 What Roles Are
A.2 Why Roles Are Needde
A.3 Assigning Role Responsibilities
A.4 The TSP Team-Member Roles
A.5 Other Team-Member Roles
A.6 Selecting Team Roles
A.7 Coaching the Role Managers
A.8 Role Magager Responsibilities
A.9 Summary
Appendix B NETWORKING
B.1 Organizational Networks
B.2 Executive Style
B.3 Working with the Coach
B.4 Working with the SEPG
B.5 Qualith Assurance
B.6 Configuration Management
B.7 Independent  Testing
B.8 Staff and Support Groups
B.9 Multi-Team Networks
B.10 Summary
Index