Review By: John VanNorman
05/28/2010From the outset, this book is much different from the normal 'how to' books. The authors present an anthology of interviews and essays from different people in the IT industry, general business, other authors, and engineering. The focus is largely on the IT experience, compiled and divided into five subject areas: people, goals, practices, obstacles, and music. Yes, music. Their point is that getting a task accomplished with teams has similar qualities regardless of the task or context. Rather than just telling the audience about their conclusions, they have let these leaders tell their experiences—both successes and failures.

Almost everyone can find a similarity of circumstance in at least one of these essays or interviews. The stories provide first-hand experience of how these recognized leaders became successful leading their teams. As a result, readers gain a more personal understanding of how of these individuals think and what they consider to be important aspects of team success. These presentations bring home the message of how it’s necessary to assure the principles are implemented.

The book should cater to a wide audience outside of team leads, managers, and project managers. The presentations are varied and easy to relate to. The book can be kept as a reference to help provide some examples of situations the reader may have not yet experienced. Sharing the experiences of these recognized leaders in little essays makes it easy to go directly to a particular experience and not have to dig out information from an entire book. On the other hand, the book leaves the reader to deduce the essentials from the discussions and essays because there is no detailed skill example. Some people may find that a summarization of the essentials would be helpful. I think the authors had to make a choice on brevity and let the reader derive their own conclusions, which I found refreshing. Although large, the book isn't just another tome. I jumped around in the book so that I could read the stories from familiar contributors and I didn't lose any context.

The main point I gathered from the book is that successful teams need the basics: people with the right skill set and resources. Methodologies may help to communicate technical aspects of the project yet that's not entirely what makes a successful team. What makes the team successful are interpersonal relationships—the ability of people to work together, a clear sense of purpose of the objectives and each member's role, and management that helps the team maintain focus on the objectives and overcome obstacles.

I found the contributions interesting and helpful. Getting different perspectives on a question helps me to understand and make decisions. Overall, I think the book accomplishes in providing those perspectives for successful teams.