In a remarkable career, Perry has dealt firsthand with the changing nuclear threat. Decades of experience and special access to top-secret knowledge of strategic nuclear options have given Perry a unique, and chilling, vantage point from which to conclude that nuclear weapons endanger our security rather than securing it.
This book traces his thought process as he journeys from the Cuban Missile Crisis, to crafting a defense strategy in the Carter Administration to offset the Soviets' numeric superiority in conventional forces, to presiding over the dismantling of more than 8,000 nuclear weapons in the Clinton Administration, and to his creation in 2007, with George Shultz, Sam Nunn, and Henry Kissinger, of the Nuclear Security Project to articulate their vision of a world free from nuclear weapons and to lay out the urgent steps needed to reduce nuclear dangers.
It will surprise few professionals working in software development today to read that teams and teamwork are critical ingredients of a global economy. Productivity, product development and release, and even a company's survival increasingly will depend on teams to solve business problems. What may come as a surprise -- and a wake-up call -- is that, in many businesses, teams are completely ineffective.
One reason, posits William E. Perry in iTeam: Putting the "I" Back into Team , is that most organizations put too much emphasis on joint effort, removing responsibility, ownership, and reward from individuals appointed to teams. What typically results is dysfunctional, essentially leaderless, and lacking in motivation.
Perry's call to put the emphasis back on individual responsibility among collaborating teammates is an urgent one. Decisions now made by management will more and more frequently be made and implemented by teams, making it necessary for organizations to ensure that the creativity and innovative methods of individuals be retained on teams.
Through extensive team experience and interviews with hundreds of individuals who have spent thousands of hours in team meetings, Perry has identified the attributes of great teams and great teamwork. iTeam examines the ten biggest challenges standing between most teams and excellence and explores in depth the fifty best practices teams can employ to improve performance.
Concluding that world-class teams comprise individuals who do what is right for their organization, and do what is right the right way, iTeam presents a clear, practical argument for building teams that have at their core a strong, proven leader who encourages and motivates team members to fulfill their team responsibilities.
Reengineering the Team Approach to Problem Solving
The Top-Ten Challenges to Effective Teamwork
Selecting a Team Leader Who Will Lead
Defining Team Entrance and Exit Criteria
Selecting Team Members for Specific Roles
Building Trust Among Team Members
Training Team Members to Accomplish Their Assignments
Listening to the Voice of the Customer
Breaking Down Silos
Assuring That Team Efforts Are Successful
Rewarding Individual Team Members
Keeping Teamwork Competitive
Emerging Team Practices
and much more
Software testers require technical and political skills to survive what can often be a lose-lose relationship with developers and managers.
Whether testing is your specialty or your stepping stone to a career as a developer, there's no better way to survive the pressures put on testers than to meet the ten challenges described in this practical handbook.
This book goes beyond the technical skills required for effective testing to address the political realities that can't be solved by technical knowledge alone. Communication and negotiation skills must be in every tester's tool kit.
Authors Perry and Rice compile a "top ten" list of the challenges faced by testers and offer tactics for success. They combine their years of experience in developing testing processes, writing books and newsletters on testing, and teaching seminars on how to test.
The challenges are addressed in light of the way testing fits into the context of software development and how testers can maximize their relationships with managers, developers, and customers.
In fact, anyone who works with software testers should read this book for insight into the unique pressures put on this part of the software development process.
"Somewhere between the agony of rushed deadlines and the luxury of all the time in the world has got to be a reasonable approach to testing."—from Chapter 8
The Top Ten People Challenges Facing Testers
Challenge #10: Getting Trained in Testing
Challenge #9: Building Relationships with Developers
Challenge #8: Testing Without Tools
Challenge #7: Explaining Testing to Managers
Challenge #6: Communicating with Customers—And Users
Challenge #5: Making Time for Testing
Challenge #4: Testing What's Thrown Over the Wall
Challenge #3: Hitting a Moving Target
Challenge #2: Fighting a Lose-Lose Situation
Challenge #1: Having to Say No
With new, updated examples from more than fifty companies—from Chik-Fil-A restaurants to the Ritz-Carlton hotel chain to online retailer Zappos.com—this book shows managers how to go from so-so service to amazing service.
In today's market, customer service is a key competitive advantage. This book shows you how to expand your customer base when the industry is shrinking, use new media to reach consumers, and make a lasting, great impression on customers.
When businesses are fighting to survive, creating a great experience for customers isnit just important—it's essential.