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| Preface | |
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| Why We Wrote This Book | |
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| Who Should Read This Book | |
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| A Note about Gender | |
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| Introduction--So You Want to Kill a Software Project... | |
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| Unhealthy Project Startups | |
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| Bid on Projects Requiring Unrealistic Schedules | |
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| Buy a Failing Contract to Enter a New Arena | |
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| Make Sure Your Facility Fee is Minimal | |
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| Propose a Low Skill Mix | |
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| Award the Proposal Team Important Management Slots | |
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| Staff from outside the Company | |
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| Screen Candidates Mercilessly | |
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| Pull SLOC Estimates from the Air | |
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| Stretch Those Hardware Dollars | |
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| Apply the Waterfall Model | |
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| Development Mayhem | |
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| Give Your Client That Warm, Fuzzy Feeling | |
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| Leave Requirements Gaps and Discrepancies | |
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| Begin Design While Requirements Are Fluid | |
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| Pick a Fashionable Design Methodology | |
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| Generate Useless Design Products | |
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| Keep the User Interface Design Ambiguous | |
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| Require Abundant Attendance at Inspections | |
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| Make Developers Fight for Every Purchase | |
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| Get Technically Involved | |
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| Design Reusable Units by Committee | |
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| Don't Bother with COTS Software | |
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| Make Unit Designs Resemble Code | |
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| Give Spice to the Design with Asynchronous Processes | |
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| Create Lots of Clever New Types | |
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| Encourage Designers to Use Complicated Data Structures | |
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| Advocate the Use of Side Effects | |
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| Establish Exhaustive Naming Conventions | |
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| Concentrate on Cosmetics, Not Functionality, at Inspections | |
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| Plan Each Build at the Last Minute | |
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| Declare System Administration a Part-Time Job | |
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| Modify Common Code Frequently | |
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| Require Developers to Employ Reusable Software | |
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| Forego Prototyping | |
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| Don't Plan for Large-Scale Debugging | |
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| Make It Fast | |
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| Require Exhausting Unit Testing | |
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| Dictate Rigorous Verification of Unit Test Results | |
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| Don't Plan for Integration Testing | |
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| Assign the Wrong Person to Do Integration Testing | |
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| Perform Big Bang Testing | |
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| Give Everyone Beepers | |
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| Let Your Team Make Changes on the Fly | |
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| Management Tricks to Guarantee Your Project Will Be Late and Overbudget | |
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| Let System Engineering Slip Milestones | |
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| Welcome Creeping Requirements, Especially During Coding | |
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| Do Lots of Presentations | |
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| Make Everyone Stop Development to Update Documentation | |
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| Schedule as Many Meetings as Possible | |
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| Require Formal Intermediate Deliveries | |
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| Punish Teams Meeting Their Schedule | |
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| Change the Development Environment | |
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| Promise the Client Anything | |
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| Don't Worry the Client by Presenting the True Status | |
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| Keep Subsystem Leads Busy Writing Reports | |
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| Don't Use Technical Editors or Word Processing Experts | |
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| Assume the Lowest Common Denominator | |
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| Require Developers to Meet Inspection Metrics | |
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| Require Formal Inspections for All Code Changes | |
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| Jump on the Process Improvement Bandwagon | |
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| Create Lots of TQM Groups | |
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| Hire a TQM Expert from outside the Company | |
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| Morale Busters | |
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| Manage from a Distance | |
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| Let the Client Call the Shots | |
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| Delegate Responsibility, Not Authority | |
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| Establish a One-Way Professional Atmosphere | |
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| Disregard Developers' Ideas for Improving Productivity | |
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| Institute Shift Work | |
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| Claim Low Productivity Results from Idle Developers | |
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| Require Overtime Work without Compensation | |
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| Ask Overburdened Developers to Work Proposals | |
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| Hire Temp Programmers | |
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| Supply Minimum Training and Conference Opportunities | |
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| Give Everyone the Same Bonus | |
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| Give Humiliating Performance Reviews | |
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| Get Rid of Developers over 40 | |
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| Refer to People as "Units" | |
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| Tie Promotions to Involvement in Process Improvement | |
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| Keep the Stockholders Happy | |
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| List of Acronyms | |
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| Index | |