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Creating high performance software development teams

Author: Frank P Ginac
Publisher: Upper Saddle River, N.J. : Prentice Hall, ©2000.
Edition/Format:   Print book : EnglishView all editions and formats
Summary:
Provides world-class techniqes for building and leading high-performance software development teams. Discusses how to be a leader, not just a manager, and how to avoid the barriers to leadership including politics, bureaucracy, and corporate popularity contests. -- Amazon.com
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Document Type: Book
All Authors / Contributors: Frank P Ginac
ISBN: 0130850837 9780130850836
OCLC Number: 43036919
Description: xxvi, 123 pages : illustrations ; 23 cm
Contents: Chapter 1 Nail Down the Requirements 1 --
Purpose of Requirements 1 --
What problem will the product solve? 2 --
Opportunity 5 --
Who has the problem? 5 --
How many have the problem? 5 --
Window of Opportunity 6 --
When do they need a solution? 6 --
Return 7 --
Is the product worth building? 7 --
What is ROI? 7 --
Calculating ROI 7 --
Requirements 8 --
How will the product solve the problem? 8 --
How will customers use the product? 9 --
Getting the Answers 10 --
Develop a Theme for the Project (Keep It Simple) 10 --
Customers and Prospects 10 --
Competitors 10 --
Temper Requirements with Innovation 11 --
Example 1-1 Product Requirements Document 11 --
Chapter 2 Build the Best Team 15 --
Piecing Together the Puzzle 15 --
Define the Team's Objectives 15 --
Hiring Profile 16 --
Culture 16 --
Personality 18 --
Track record 19 --
Knowledge, skills, and experience needed for success 21 --
Example 2-3 Hiring Profile 23 --
Hiring 25 --
Finding candidates 25 --
Do they fit? 26 --
Sell the opportunity 29 --
Make them an offer they can't refuse 30 --
Close the deal fast 30 --
Organize Around Products 30 --
Traditional Hierarchical Organizations 30 --
What is a traditional hierarchical organization? 30 --
Why they don't work 31 --
Flat Organizations 33 --
What is a flat organization? 33 --
Why they don't work 33 --
A Better Way 33 --
Product development requires a cross-functional body of people 33 --
Create a cross-functional team 34 --
Appoint a leader with cross-functional responsibility 34 --
Chapter 3 Prepare the Team 37 --
Eliminate Team Weaknesses 37 --
Individual weaknesses versus team weaknesses 37 --
Focus on determining team weaknesses 38 --
Harness Strengths 38 --
Fill In the Holes in Their Skills and Experience 39 --
Book studies 39 --
Formal training 39 --
Chapter 4 Prepare to Lead 41 --
People Are People Not Resources 41 --
People Have Needs, Resources Need --
Maintenance 42 --
People Learn, Resources Are Programmed 44 --
People Quit, Resources Break 48 --
You Must Be a Leader Before You Can Lead 48 --
I'm a Manager, Doesn't That Make Me a Leader? 48 --
Classic distinction between manager and leader 48 --
Management is assigned, leadership is earned 49 --
Is It Possible to Be Effective If You Are --
Not a Leader? 49 --
What does it mean to be effective? 49 --
Leadership is a prerequisite for effectiveness 49 --
Do others see you as a manager or a leader? 49 --
Perception is everything 50 --
Trickle-Down Effect of Leadership 51 --
Barriers to Effective Leadership 51 --
Popularity Contests 51 --
Politics 51 --
Bureaucracy 52 --
Prepare to Lead 52 --
Identify Your Weaknesses 52 --
Eliminate Your Weaknesses 53 --
Find a mentor and a coach 53 --
Fill in the holes in your skills and experience 55 --
Chapter 5 Planning 57 --
By the Seat of Your Pants 57 --
Planning Is a Prerequisite for High Performance 57 --
There Is No Substitute for a Good Plan 58 --
Focuses Team 58 --
Informs Others 59 --
Identifies Dependencies 59 --
Anticipates Challenges and Offers Alternative Courses of Action 59 --
Project Planning Is Not an Exact Science 59 --
Task Breakdown Errors 59 --
People Are Unpredictable 60 --
Unforeseen Events 60 --
Aim for 80% Accuracy in First Version of a Project Plan 60 --
Don't guess 60 --
Develop the Plan 61 --
Step 1 Put a stake in the ground 61 --
Step 2 Specify the objectives 63 --
Step 3 For each set of related objectives, specify functional/design options 64 --
Example 5-1 Uni-Specification 70 --
Step 4 Select functional/design options 72 --
Step 5 Derive major tasks from selected functional/design options 73 --
Step 6 Identify dependencies 74 --
Step 7 Identify the critical path 74 --
Step 8 Identify "mini-release" points 74 --
Step 9 Assign people to tasks 75 --
Step 10 Level resources 76 --
Step 11 Adjust 76 --
Project Planning Tools 77 --
Easy Part Is Done, Time to Execute 78 --
Chapter 6 Execute with Passion 79 --
Execute ... 79 --
Keep It Simple 79 --
Work Your Project Plan 79 --
Lessons from SCUBA diving 79 --
Changing critical path 80 --
Keep your weakest performers off the critical path 81 --
Maintain Focus 81 --
Ask questions 81 --
Encourage 82 --
Motivate 82 --
Reward focusing behaviors 83 --
Reward results 83 --
Clear the path ahead 83 --
Accept no excuses 85 --
Manage performance 86 --
... With Passion 88 --
Think Like a Winner 88 --
Set high standards 88 --
Push the limits 88 --
Create a Sense of Urgency 89 --
What is it? 89 --
What happens if you don't have it? 89 --
How do you create it? 89 --
Nail Down the Requirements 95 --
Build the Best Team 96 --
Prepare the Team 96 --
Prepare to Lead 96 --
Planning 97 --
Execute with Passion 97 --
Appendix Developing Software 99 --
Software Development Processes 99 --
Types of Software Development Processes 99 --
Waterfall 99 --
Prototyping 100 --
Iterative 101 --
Selecting the Right Process to Follow 103 --
Scope of problem 104 --
Schedule 105 --
Availability of tools 106 --
Configuration Management 107 --
Source Code Control 108 --
Production 110 --
Version Management 110 --
Construction 110 --
Problem/Defect Tracking 111 --
Quality Assurance 111 --
In the Eyes of the Beholder 111 --
Quality Attributes 113 --
Product-specific attributes 114 --
Organization-specific attributes 115 --
Quality Metrics 115 --
Types of metrics 116 --
Beyond metrics 117 --
Test Methods, Types, and Tools 117 --
Test methods 118 --
Types of tests 118 --
Commercial test tools 119.
Responsibility: by Frank P. Ginac.

Abstract:

This book offers powerful techniques for building high-performance software teams that deliver superior products, on-time and on or under budget. It focuses on the two most important elements of  Read more...

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