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Software for Your Head (Paperback)

by Jim McCarthy (Author), Michele McCarthy (Author)

4.0 out of 5 stars See all reviews (1 customer review)

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Product details

Paperback: 464 pages
Publisher: Addison Wesley (9 Jan 2002)
Language English
ISBN-10: 0201604566
ISBN-13: 978-0201604566
Product Dimensions: 22.9 x 18.5 x 2.8 cm

Average Customer Review: 4.0 out of 5 stars See all reviews (1 customer review)

Amazon.co.uk Sales Rank: 825,733 in Books (See Bestsellers in Books)

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Product Description

Amazon.co.uk Review

Aimed at forward-thinking software developers and IT managers, Software For Your Head: Core Protocols for Creating and Maintaining SharedVision provides an innovative set of procedures and re-usable "patterns" for improving the way teams work together.

This book's amalgam of the lingo of software patterns, management theory (and even New Age and popular psychology) helps make this text one of the most challenging you'll ever read about team building. Based on the authors' considerable experience with Microsoft and their simulated developer "boot camps" run with hundreds of teams, this book eschews providing practical evidence drawn from real projects. Instead, it formulates a unique vocabulary of terms, protocols and patterns that arguably should allow teams to carry out decisions, and build better team focus.

Long on theory but consciously short on any practical examples, this title offers an uncompromising vision for getting teams to work together. Though it's doubtful that your average IT department will be able to commit to such a different set of terms for the everyday workplace, Software For Your Head provides a fascinating glimpse into the world of highly committed and collaborative teams written by two legendary ex-Microsoftees. --Richard Dragan

Product Description

Most people have experienced--at least once in their lives--the incomparable thrill of being part of a great team effort. They can remember the unity of purpose they experienced, the powerful passion that inspired them, and the incredible results they achieved. People who have been on a great team can attest that the difference between being on a team with a shared vision and being on a team without one is the difference between joy and misery.

In 1996, Jim and Michele McCarthy, after successful careers leading software development teams at Microsoft and elsewhere, set out to discover a set of repeatable group behaviors that would always lead to the formation of a state of shared vision for any team. They hoped for a practical, communicable, and reliable process that could be used to create the best possible teams every time it was applied. They established a hands-on laboratory for the study and teaching of high-performance teamwork. In a controlled simulation environment, their principle research and teaching effort--the McCarthy Software Development BootCamp--challenged dozens of real-world, high-tech teams to produce and deliver a product. Teams were given a product development assignment, and instructed to form a team, envision the product, agree on how to make it, then design, build, and ship it on time. By repeating these simulations time after time, with the new teams building on the learning from previous teams, core practices emerged that were repeatedly successful. These were encoded as patterns and protocols.

Software for Your Head is the first publication of the most significant results of the authors' unprecedented five-year investigation into the dynamics of contemporary teams. The information in this book will provide a means for any team to create for itself a compelling state of shared vision.

0201604566B09042001

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Inside This Book (Learn More)

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Front Cover | Table of Contents | Excerpt | Index | Back Cover

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4.0 out of 5 stars Important ideas - perhaps an important book, 13 Jul 2006

By	C. C. Shelley (Witney, Oxfordshire United Kingdom) - See all my reviews (REAL NAME)

The authors have set out to identify those things that make teams take off and really perform, and the things that stop them performing. This has been achieved at the McCarthys' `boot camp' by creating teams, making them perform, and analysing their performance. The results are set of patterns that can be learned and used, and corresponding antipatterns to be recognized and avoided or eliminated. The results presented in this book are impressive, but unsettling. The patterns may well be uncomfortable or embarrassing to introduce and adopt, requiring team members to act with more integrity and candour than is usual, and many of the antipatterns describe behaviour that most team members will recognize in themselves. The McCarthys don't pull their punches either. No concessions are made to appeals the `real world': to build high performing teams delivering excellent intellectual property team members must understand and value themselves, visibly and openly commit to themselves, the team and the team's vision, and recognize and eliminate the second rate, faux pragmatism and the bogus. The prize is the pleasure and satisfaction many will know from working on high performance teams, and the `can do' belief and ability of the team to do almost anything. This book is not an easy read, it will make you aware of your own, and your team's limitations, is perhaps longer that it needs to be and the writing can be verbose, and occasionally pompous, but it is filled with wisdom and insights. And it does present very clear models of behaviour rather than the usual rather vague advice and mumbo jumbo. This may be an important book, the ideas certainly are. CCS July 2006

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