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What's it like to work on a great software development team facing an impossible problem? How do you build an effective team? Can a group of people who don't get along still build good software? How does a team leader keep everyone on track when the stakes are high and the schedule is tight?Beautiful Teams takes you behind the scenes with some of the most interesting teams in software engineering history. You'll learn from veteran team leaders' successes and failures, told through a series of engaging personal stories -- and interviews -- by leading programmers, architects, project managers,…mehr
What's it like to work on a great software development team facing an impossible problem? How do you build an effective team? Can a group of people who don't get along still build good software? How does a team leader keep everyone on track when the stakes are high and the schedule is tight?Beautiful Teams takes you behind the scenes with some of the most interesting teams in software engineering history. You'll learn from veteran team leaders' successes and failures, told through a series of engaging personal stories -- and interviews -- by leading programmers, architects, project managers, and thought leaders.This book includes contributions from:Tim O'ReillyScott BerkunMark HealeyBill DiPierreAndy LesterKeoki AndrusTom TarkaAuke JilderdaGrady BoochJennifer GreeneMike CohnCory DoctorowNeil SiegelTrevor FieldJames GrenningSteve McConnellBarry Boehm and Maria H. PenedoPeter GluckKarl E. WiegersAlex MartelliKarl FogelMichael CollinsKarl RehmerAndrew StellmanNed RobinsonScott AmblerJohanna RothmanMark Denovich and Eric RenkeyPatricia EnsworthAndy OramTony ViscontiBeautiful Teams is edited by Andrew Stellman and Jennifer Greene, veteran software engineers and project managers who have been writing bestselling books for O'Reilly since 2005, including Applied Software Project Management, Head First PMP, and Head First C#.
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Autorenporträt
Andrew Stellman, despite being raised a New Yorker, has lived in Pittsburgh twice. The first time was when he graduated from Carnegie Mellon's School of Computer Science, and then again when he and Jenny were starting their consulting business and writing their first project management book for O'Reilly. When he moved back to his hometown, his first job after college was as a programmer at EMI-Capitol Records--which actually made sense, since he went to LaGuardia High School of Music and Art and the Performing Arts to study cello and jazz bass guitar. He and Jenny first worked together at that same financial software company, where he was managing a team of programmers. He's since managed various teams of software engineers, requirements analysts, and led process improvement efforts. Andrew keeps himself busy eating an enormous amount of string cheese and Middle Eastern desserts, playing music (but video games even more), studying taiji and aikido, having a girlfriend named Lisa, and owing a pomeranian. For more information about Andrew, Jennifer Greene, and their books, visit http: //www.stellman-greene.com. Jennifer Greene studied philosophy in college but, like everyone else in the field, couldn't find a job doing it. Luckily, she's a great software tester, so she started out doing it at an online service, and that's the first time she got a good sense of what project management was. She moved to New York in 1998 to test software at a financial software company. She managed a team of testers at a really cool startup that did artificial intelligence and natural language processing. Since then, she's managed large teams of programmers, testers, designers, architects, and other engineers on lots of projects, and she's done a whole bunch of procurement management. She loves traveling, watching Bollywood movies, drinking carloads of carbonated beverages, and owing a whippet. For more information about Jennifer, Andrew Stellman, and their books, visit http: //www.stellman-greene.com.
Inhaltsangabe
Inhaltsverzeichnis Dedication Why Beautiful Teams? Why These Contributors? Preface How This Book Is Organized How to Contact Us Safari® Books Online Acknowledgments About the Editors Chapter 1Leadership People Chapter 2Why Ugly Teams Win Ugly Talent Ugly As Beautiful My Wabi-Sabi Team: Internet Explorer 4.0 Chapter 3Building Video Games Chapter 4Building the Perfect Team Chapter 5What Makes Developers Tick Chapter 6Inspiring People Chapter 7Bringing 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 Chapter 8Inner Source Goals Chapter 9Creating Team Cultures Chapter 10Putting the "I" in Failure Chapter 11Planning Chapter 12The Copyfighters Take Mordor Chapter 13Defending the Free World Chapter 14Saving Lives Practices Chapter 15Building 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 Companies Make Their Own Troubles Future Projects Collaboration Success Factors References Chapter 16Better Practices Chapter 17Memories of TRW's Software Productivity Project: A Beautiful Team, Challenged to Change the Culture Background on the Software Productivity Project Making the Project a Reality Project Stories Conclusion References Acknowledgments Chapter 18Building Spaceships Chapter 19Succeeding with Requirements: A Drama in Three Acts The Setting The Cast Prologue: Paul Is in a Pickle Act I: Girding Our Loins Act II: Use Cases, Schmuse Cases Act III: Look Over My Shoulder Epilogue: Let's Eat! Coda: Then What Happened? Useful References Acknowledgments Chapter 20Development at Google Chapter 21Teams and Tools How Open Source Projects Work The Contribulyzer Commit Emails and Gumption Sinks They're Staying Away in Droves: A Tale of Two Translation Interfaces Conclusion Chapter 22Research Teams Chapter 23The HADS Team The Background The Initial Team Getting It Right Dealing with User Issues Epilogue Obstacles Chapter 24Bad Boss Chapter 25Welcome to the Process: Step Inside, Step Inside, and See the Show Chapter 26Getting Past Obstacles Chapter 27Speed 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 Chapter 28Tight, Isn't It? Only Pawn in 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 Special I Always Wanted to Go There" Chapter 29Inside and Outside the Box Chapter 30Compiling the Voice of a Team A Gem from the Computing Past Rewiring Coping Coding Capitulating The Break Anticipating 21st-Century Management Final Notes Music Chapter 31Producing Music Contributors Colophon
Inhaltsverzeichnis Dedication Why Beautiful Teams? Why These Contributors? Preface How This Book Is Organized How to Contact Us Safari® Books Online Acknowledgments About the Editors Chapter 1Leadership People Chapter 2Why Ugly Teams Win Ugly Talent Ugly As Beautiful My Wabi-Sabi Team: Internet Explorer 4.0 Chapter 3Building Video Games Chapter 4Building the Perfect Team Chapter 5What Makes Developers Tick Chapter 6Inspiring People Chapter 7Bringing 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 Chapter 8Inner Source Goals Chapter 9Creating Team Cultures Chapter 10Putting the "I" in Failure Chapter 11Planning Chapter 12The Copyfighters Take Mordor Chapter 13Defending the Free World Chapter 14Saving Lives Practices Chapter 15Building 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 Companies Make Their Own Troubles Future Projects Collaboration Success Factors References Chapter 16Better Practices Chapter 17Memories of TRW's Software Productivity Project: A Beautiful Team, Challenged to Change the Culture Background on the Software Productivity Project Making the Project a Reality Project Stories Conclusion References Acknowledgments Chapter 18Building Spaceships Chapter 19Succeeding with Requirements: A Drama in Three Acts The Setting The Cast Prologue: Paul Is in a Pickle Act I: Girding Our Loins Act II: Use Cases, Schmuse Cases Act III: Look Over My Shoulder Epilogue: Let's Eat! Coda: Then What Happened? Useful References Acknowledgments Chapter 20Development at Google Chapter 21Teams and Tools How Open Source Projects Work The Contribulyzer Commit Emails and Gumption Sinks They're Staying Away in Droves: A Tale of Two Translation Interfaces Conclusion Chapter 22Research Teams Chapter 23The HADS Team The Background The Initial Team Getting It Right Dealing with User Issues Epilogue Obstacles Chapter 24Bad Boss Chapter 25Welcome to the Process: Step Inside, Step Inside, and See the Show Chapter 26Getting Past Obstacles Chapter 27Speed 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 Chapter 28Tight, Isn't It? Only Pawn in 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 Special I Always Wanted to Go There" Chapter 29Inside and Outside the Box Chapter 30Compiling the Voice of a Team A Gem from the Computing Past Rewiring Coping Coding Capitulating The Break Anticipating 21st-Century Management Final Notes Music Chapter 31Producing Music Contributors Colophon
Rezensionen
"Das Buch bietet interessanten Lesestoff für alle an IT-Projekten Beteiligte, besonders für solche mit einer leitenden Aufgabe wie Chefentwickler und Projektleiter. Sie finden darin eine Vielzahl von Anregungenm, Beispielen und Hintergrundinformationen, die in der täglichen Projektarbeit hilfreich sind." -- iX, Dezember 2009
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