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| Foreword | |
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| Preface | |
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| Introduction | |
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| P6 Project Context | |
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| Betting on CISC | |
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| Proliferation Thinking | |
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| The Gauntlet | |
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| Developing Big Ideas | |
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| Defining Success and Failure | |
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| Senior Wisdom | |
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| Four Project Phases | |
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| The Business of Excellence | |
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| The Concept Phase | |
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| Of Immediate Concern | |
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| Success Factors | |
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| Clear Goals | |
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| The Right People | |
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| P6 Senior Leadership | |
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| Setting the Leadership Tone | |
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| Managing Mechanics | |
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| Physical Context Matters | |
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| The Storage Room Solution | |
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| Beyond the Whiteboard | |
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| "Kooshing" the Talkers | |
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| A Data-Driven Culture | |
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| The Right Tool | |
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| The "What Would Happen If" Game | |
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| DFA Frontiers | |
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| Performance | |
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| Benchmark Selection | |
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| Avoiding Myopic Do-Loops | |
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| Floating-Point Chickens and Eggs | |
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| Legacy Code Performance | |
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| Intelligent Projections | |
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| All Design Teams Are Not Equal | |
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| Overpromise or Overdeliver? | |
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| Customer Visits | |
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| Loose Lips | |
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| Memorable Moments | |
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| Microsoft | |
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| Novell | |
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| Compaq | |
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| Insights from Input | |
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| Not-So-Secret Instructions | |
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| Help from the Software World | |
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| The Truth about Hardware and Software | |
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| Establishing the Design Team | |
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| Roles and Responsibilities | |
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| Presilicon Validation | |
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| Wizard Problem Solving | |
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| Making Microcode a Special Case | |
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| Cubicle Floorplanning | |
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| Architects, Engineers, and Schedules | |
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| Coding, Egos, Subterfuge | |
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| The Refinement Phase | |
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| Of Immediate Concern | |
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| Success Factors | |
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| Handling the Nonquantifiable | |
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| Managing New Perspectives | |
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| Planning for Complexity | |
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| Behavioral Models | |
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| Managing a Changing POR | |
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| The Wrong Way to Plan | |
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| Engineering Change Orders | |
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| The Origin of Change | |
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| When, Where, Who | |
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| Communicating Change | |
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| Timely Resolution, No Pocket Vetoes | |
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| The ECO Czar | |
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| ECO Control and the Project POR | |
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| The Bridge from Architecture to Design | |
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| Focus Groups | |
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| Product Quality | |
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| Mismanaging Design Errors | |
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| Make an Example of the Offender | |
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| Hire Only Geniuses | |
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| Flog Validation | |
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| Avoid/Find/Survive | |
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| Design to Avoid Bugs | |
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| When Bugs Get In Anyway, Find Them Before Production | |
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| Identifying Bugs | |
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| Tracking Bugs | |
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| Managing Validation | |
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| Plan to Survive Bugs that Make It to Production | |
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| A Six-Step Plan for High Product Quality | |
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| The Design Review | |
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| How Not to Do a Review | |
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| When to Do a Review | |
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| Another One Rides the Bus | |
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| The Realization Phase | |
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| Of Immediate Concern | |
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| Success Factors | |
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| Balanced Decision Making | |
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| Documentation and Communication | |
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| Capturing Unit Decisions | |
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| Integrating Architects and Design Engineers | |
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| Performance and Feature Trade-offs | |
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| (Over-) Optimizing Performance | |
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| Perfect A; Mediocre B, C, and D | |
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| The Technical Purity Trap | |
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| The Unbreakable Computer | |
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| Performance-Monitoring Facilities | |
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| Counters and Triggers | |
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| Protecting the Family Jewels | |
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| Testability Hooks | |
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| Gratuitous Innovation Considered Harmful | |
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| Validation and Model Health | |
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| A Thankless Job | |
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| Choosing a Metric | |
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| Health and the Tapeout Target | |
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| Metric Doldrums | |
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| Coordinating with Other Projects | |
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| Performance Estimation | |
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| The Overshooting Scheme | |
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| Psychological Stuff | |
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| Simulator Wars | |
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| Project Management | |
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| Awards, Rewards, and Recognition | |
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| The Dark Side of Awards | |
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| Project Management by Grass Cutting | |
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| Marginal Return from Incremental Heads | |
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| Project Tracking | |
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| The Experiment | |
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| The Mystery of the Unchanging Curve | |
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| Flexibility Is Required of All | |
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| The Simplification Effort | |
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| The Production Phase | |
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| Of Immediate Concern | |
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| Functional Correctness | |
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| Speed Paths | |
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| Chip Sets and Platforms | |
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| Success Factors | |
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| Prioritizing War Room Issues | |
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| Managing the Microcode Patch Space | |
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| Product Care and Feeding | |
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| Test Vectors | |
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| Performance Surprises | |
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| Feature Surprises | |
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| Executive Pedagogy and Shopping Carts | |
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| Managing to the Next Processor | |
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| The Windows NT Saga | |
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| Product Rollout | |
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| On Stage with Andy Grove | |
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| How Not to Give Magazine Interviews | |
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| Speech Training | |
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| The People Factor | |
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| Hiring and Firing | |
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| Rational Recruitment | |
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| Hiring and the Promotion List | |
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| Firing | |
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| Policy Wars | |
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| Corporate Disincentives | |
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| The Led Zeppelin Incident | |
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| Exiting the Exit Bag Check | |
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| Sailboats and Ditches | |
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| Orbiting the Bathrooms | |
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| Management by Objective | |
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| We Are So Rich, We Must Be Good | |
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| Burnout | |
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| Inquiring Minds Like Yours | |
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| What was Intel thinking with that chip ID tag, which caused such a public uproar? | |
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| Was the P6 project affected by the Pentium's floating point divider bug? | |
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| Why did Pentium have a flawed floating point divider, when its predecessor, the i486, did not? | |
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| How would you respond to the claim that the P6 is built on ideas stolen from Digital Equipment Corp.? | |
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| What did the P6 team think about Intel's Itanium Processor Family? | |
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| Is Intel the sweatshop some people say it is? | |
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| How can I become the chief architect of a company such as Intel? | |
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| Why did you leave Intel? | |
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| And In Closing I'd Just Like To Say ... | |
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| Bibliography | |
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| Appendix | |
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| Out-of-Order, Superscalar Microarchitecture: A Primer | |
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| Plausibility Checking | |
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| Glossary | |
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| Index | |