Beautiful Teams. Inspiring and Cautionary Tales from Veteran Team Leaders

Spis treści książki

• Beautiful Teams
• Dedication
• Why Beautiful Teams?
  • Why These Contributors?
• Preface
  • How This Book Is Organized
    • Part I, People
    • Part II, Goals
    • Part III, Practices
    • Part IV, Obstacles
    • Part V, Music
  • How to Contact Us
  • Safari Books Online
  • Acknowledgments
  • About the Editors
• 1. Leadership
• I. People
  • 2. Why Ugly Teams Win
    • Ugly Talent
    • Ugly As Beautiful
    • My Wabi-Sabi Team: Internet Explorer 4.0
  • 3. Building Video Games
  • 4. Building the Perfect Team
  • 5. What Makes Developers Tick
  • 6. Inspiring People
  • 7. Bringing the Music Industry into the 21st Century: One Lawsuit at a Time
    • A New Project, A New Team
    • A Calculated Risk
    • Gentlemen, Start Your Rippers
    • The Final Month
    • I Am So Smart: S-M-R-T S-M-A-R-T
    • Engineering Department Smokes a Collective Cigarette
    • Intermission: The Founding of a Panda Preserve
    • "You Realists Can Stay the Hell Out of Our Office!"
    • Not with a Bang, But with a Whimper
    • Epilogue
    • Afterword
  • 8. Inner Source
• II. Goals
  • 9. Creating Team Cultures
  • 10. Putting the "I" in Failure
  • 11. Planning
  • 12. The Copyfighters Take Mordor
  • 13. Defending the Free World
  • 14. Saving Lives
• III. Practices
  • 15. Building a Team with Collaboration and Learning
    • Selling Management
    • Getting Started
    • Growing the Team
    • Pressing the Envelope and the Process Police
    • Learning
    • Requirements Versus On-Site Customer
    • Trouble in River City
      • Teams Are Made of People, Not Resources
    • Companies Make Their Own Troubles
    • Future Projects
    • Collaboration Success Factors
    • References
  • 16. Better Practices
  • 17. Memories of TRWs Software Productivity Project: A Beautiful Team, Challenged to Change the Culture
    • Background on the Software Productivity Project
    • Making the Project a Reality
      • Getting Started: Being Ready with Options When Management Calls
      • Evaluating and Selecting Options: Applying the Spiral Model
      • Getting Started: A Balanced Team, a Committed Pilot Project, and the Niceties of Unix
    • Project Stories
      • The Team
      • The Challenge
      • Educating the Boss
      • Can We Have a Private Office?
      • Choice in Technologies: The Importance of Trade Studies
      • Converting the "Guinea Pig" Project
      • Standardization
      • Users Should Be Part of the Team
      • Making All Inclusive
      • Training Managers, Not Your Usual Student
      • Tasting Our Own Cooking
      • Is Email a Boost or a Hindrance?
      • Becoming Word Processors
      • The Difficulties of Innovation, Timing, and Commercialization
      • The Iron Law of Software Maintenance
      • Champions
      • The Challenges of the Rapid Change of Technology
      • Learning and Assimilating Changes in User Behavior
    • Conclusion
    • References
    • Acknowledgments
  • 18. Building Spaceships
  • 19. Succeeding with Requirements: A Drama in Three Acts
    • The Setting
    • The Cast
    • Prologue: Paul Is in a Pickle
    • Act I: Girding Our Loins
      • Expectation Management
      • Classy Users
      • Who Ya Gonna Call?
    • Act II: Use Cases, Schmuse Cases
      • The Case for Use Cases
      • Working in the Shop
      • Use Cases Aren't Enough
      • Beyond Functionality
      • The Rules of the Game
      • Test Before Coding? Are You Mad?
    • Act III: Look Over My Shoulder
      • The Casual Style
      • The Formal Style
      • The Outcome
    • Epilogue: Let's Eat!
    • Coda: Then What Happened?
    • Useful References
    • Acknowledgments
  • 20. Development at Google
  • 21. Teams and Tools
    • How Open Source Projects Work
    • The Contribulyzer
      • The Catch
      • The Limits of the Contribulyzer
    • Commit Emails and Gumption Sinks
    • They're Staying Away in Droves: A Tale of Two Translation Interfaces
      • What I Gave Them
      • What I Should Have Given Them
    • Conclusion
  • 22. Research Teams
  • 23. The HADS Team
    • The Background
    • The Initial Team
    • Getting It Right
    • Dealing with User Issues
    • Epilogue
• IV. Obstacles
  • 24. Bad Boss
  • 25. Welcome to the Process: Step Inside, Step Inside, and See the Show
  • 26. Getting Past Obstacles
  • 27. Speed Versus Quality: Why Do We Need to Choose?
    • How Did We Get Here?
    • About the Team
    • Becoming Part of the Team
    • Starting Off Right
    • Solving Problems As a Team
    • What Code Review Looked Like
    • Unit Tests
    • Check-ins
    • Builds
    • Schedules
    • Status Reports
    • Go Faster Now!
    • Looking for More Speed
    • Losing a Week at a Time
    • What to Do Next
    • Retaining Integrity
    • The Rubber Meets the Road
    • Success at Last
    • Epilogue
    • References
  • 28. Tight, Isn't It?
    • Only Pawnin Game of Life, or "What's a Dazzling Urbanite Like You Doing in a Rustic Setting Like This?"
    • CMM Level Subzero, or "Processes, We Don't Need No Stinking Processes!"
    • The Brown Hole, or "I'd Say You've Had Enough"
    • Some of These Envelopes Contain Stock Options, or "I'm Through Being Mr. Goodbar, the Time Has Come to Act and Act Quickly"
    • The Blitz, or "Break's Over, Boys, Don't Just Lie There Gettin' a Suntan"
    • Our Invite to the Number Six Dance, or "What Is It That's Not Exactly Water and It Ain't Exactly Earth?"
    • Epilogue, or "Nowhere SpecialI Always Wanted to Go There"
  • 29. Inside and Outside the Box
  • 30. Compiling the Voice of a Team
    • A Gem from the Computing Past
    • Rewiring
    • Coping
    • Coding
    • Capitulating
    • The Break
    • Anticipating 21st-Century Management
    • Final Notes
• V. Music
  • 31. Producing Music
  • A. Contributors
• Index
• About the Authors
• Colophon
• Copyright

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