If you're a CIO or other IT leader overseeing a team of software developers, then you're probably painfully aware of many steps within the process of development and deployment where things can go awry. Whether it's in the early exploration, coding, testing or launching stages, any lapse of attention to detail could lead to the introduction of bad data. These days, knowledge-worker teams are primarily responsible for the success of such projects. And, as managerial expert Peter Drucker once said, “Knowledge workers have to manage themselves.” In the book
Leadership, Teamwork and Trust: Building a Competitive Software Company (Pearson/Addison-Wesley Professional/Available now) authors Watts S. Humphrey and James W. Over provide a comprehensive guide to overseeing the knowledge-worker teams that are directly responsible for your company's software initiatives. Their advice? Let go of
outdated organizational cultures, concepts and traditions and embrace a
new workplace dynamic in which the quality of work produced and the
integrity of data drives the quest for excellence. Humphrey, who passed away in October 2010, was a National Medal of Technology award winner, past IBM executive and a senior fellow at the Software Engineering Institute. Over is a senior member of the institute's technical staff. Here are selected highlights for CIOs overseeing software teams:
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