（來(lái)自軟件工程論壇 seforum.yeah.net）
 (翻譯yanrj )

 
What makes a winning techical project team? A quick look at
some of the factors which seem to be consistently present on
winning project teams is appropriate. The degree of
attention paid to each can have a distinct impact on the
success of the project as well as elevating the confidence
of the business client.

是什么造就了一個(gè)成功的專業(yè)項(xiàng)目團(tuán)隊(duì)？瀏覽一下成功的項(xiàng)目團(tuán)隊(duì)所固有的特點(diǎn)是
很好的。對(duì)每個(gè)因素的重視程度對(duì)于項(xiàng)目的成功和評(píng)價(jià)業(yè)務(wù)客戶的信任度將有很大的
影響。
 
System Building Competence
   系統(tǒng)建造能力
 
This is absolutely critical. The ability to succeed is
established within the minds of the clients as well as the
project team members in the early stages of the effort. An
essential component of this perception is both the
management ability, the technical skills, and the sense of
direction possessed by the project leadership. Both the
business clients and the team can detect fairly quickly if
the project leaders have "what it takes" to take them to a
final product. Without question this feeling has a
tremendous impact on morale.

   這是絕對(duì)關(guān)鍵的。成功的能力是在努力的早期階段在客戶的思想和項(xiàng)目團(tuán)隊(duì)成員中
建立起來(lái)的。這個(gè)觀點(diǎn)的本質(zhì)在于管理能力和專業(yè)技術(shù)和由項(xiàng)目主管擁有的方向感
上。業(yè)務(wù)客戶和團(tuán)隊(duì)能夠快速清楚的察覺(jué)項(xiàng)目主管是否有帶領(lǐng)他們向最終目標(biāo)前進(jìn)的
思想。毫無(wú)疑問(wèn)這個(gè)感覺(jué)對(duì)士氣是至關(guān)重要的。
 
Humphrey Watts in his book Managing the Software Process,
describes a model for measuring the maturity of a software
development organization. These ideas were further refined
by the Software Engineering Institute (SEI) at Carnegie
Mellon University. A brief summary of the maturity levels of
the model (in terminology which will relate to some of the
central themes of this white paper) are presented below:

   Humphrey Watts在他的書(shū)《管理軟件過(guò)程》中描述了一個(gè)衡量軟件開(kāi)發(fā)組織成熟
度的模型。這些觀點(diǎn)由Carnegie Mellon大學(xué)的軟件工程組織作了進(jìn)一步精煉。有關(guān)
模型（有些術(shù)語(yǔ)與本文的一些要點(diǎn)有關(guān)）成熟層的簡(jiǎn)短概括如下：
 
Initial Level
   初始層
 
A team or organization at this level tends to take a
chaotic, ad-hoc, "invent as we go" approach toward every new
systems building effort.
   處于這層的團(tuán)隊(duì)和組織試圖以一種混亂的，特別的，"如我們所想的"方法對(duì)待每一
個(gè)新的系統(tǒng)建造工程。
 
Repeatable Level
   可重復(fù)層
 
A team or organization at this level uses planning
techniques, gathers requirements in a systematic fashion,
utilizes software quality assurance techniques, and follows
a patterned approach on each subsequent effort.
   處于這層的團(tuán)隊(duì)和組織通常使用編制計(jì)劃技術(shù)，收集體系模式的需求，使用軟件質(zhì)
量保證技術(shù)，并在后來(lái)的開(kāi)發(fā)中使用模式化的方法。
 
Defined Level
   被定義層
 
A team or organization at this level follows defined
methodological steps, uses process improvement techniques to
enhance the methodological approach, conducts regular
training programs, views the entire systems development
process from an integration perspective, and utilizes more
disciplined information engineering and structured
development techniques.
   處于這層的團(tuán)隊(duì)和組織使用定義好的方法步驟，使用改進(jìn)過(guò)程的技術(shù)來(lái)提高方法，
管理有序的練習(xí)程序，從綜合的觀點(diǎn)看待整個(gè)系統(tǒng)開(kāi)發(fā)過(guò)程，使用更加嚴(yán)格的信息工
程和結(jié)構(gòu)化開(kāi)發(fā)技術(shù)。
 
Managed Level
   被管理層
 
A team or organization at this level actually captures and
utilizes software development metrics for future estimation
and process analysis purposes. In addition, some of concepts
of Total Quality Management (TQM) are employed to reinforce
the effectiveness of the entire development process.
   處于這層的團(tuán)隊(duì)和組織通常為將來(lái)的評(píng)估和過(guò)程分析捕獲并使用軟件開(kāi)發(fā)度量。另
外，整體質(zhì)量管理的一些概念也被使用來(lái)增加整個(gè)開(kāi)發(fā)過(guò)程的效力。
 
Optimized Level
   優(yōu)化層
 
A team or organization at this level utilizes continuous
organizational change management techniques to optimize its
own operations (as well as the company's), emphasizes defect
prevention rather than defect detection, and constantly
seeks technological innovation opportunities.
   處于這層的團(tuán)隊(duì)和組織使用持續(xù)的有組織的變化管理技術(shù)來(lái)優(yōu)化他們的操作，強(qiáng)調(diào)
避免錯(cuò)誤而不是發(fā)現(xiàn)錯(cuò)誤，并經(jīng)常尋求技術(shù)革新的機(jī)會(huì)。
 
Project Team Experience
   項(xiàng)目團(tuán)隊(duì)的經(jīng)驗(yàn)
 
Even within organizations with high success rates, one
factor which never changes on each new effort is the amount
of experience possessed by the chosen project team members.
Will the project team include a business expert? If not,
will the assigned members be able to effectively comprehend
and discuss the business requirements and issues in the
client terminology? Having someone on the team (even if only
in the initial phases) who understands the business is a
great confidence builder! It allows the analysts and
designers to ask the dumb or simplistic questions to someone
other than the client. This actually makes more effective
use of everyone's time and it adds an subsequent level of
security. In addition, it puts someone in the position of
making sure that "creative thinking" stays within reasonable
boundaries.

   即使是擁有高成功率的組織中，每個(gè)新努力中從不改變的因素是被選擇的團(tuán)隊(duì)成員
擁有的經(jīng)歷的程度。項(xiàng)目團(tuán)隊(duì)?wèi)?yīng)該包括一個(gè)業(yè)務(wù)專家？如果不是，指定的成員能夠有
效的理解和討論業(yè)務(wù)需求和客戶術(shù)語(yǔ)中的組織？在團(tuán)隊(duì)里有沒(méi)有理解這項(xiàng)業(yè)務(wù)的人士
個(gè)很自信的開(kāi)發(fā)者？允許分析員和設(shè)計(jì)員向任何人詢問(wèn)簡(jiǎn)單的問(wèn)題，而不是向客戶。
這能充分利用每個(gè)人的時(shí)間，并增加后期工作的安全性。另外，它是每個(gè)人在合理的
范圍里進(jìn)行創(chuàng)造性的思想。
 
What about technical expertise? Is the project entering
uncharted waters without a guide? Having someone on the team
who is familiar with the specialized knowledge surrounding a
selected technological environment provides the same
confidence creating benefits as those listed above. A
technical expert can assist others, make suggestions,
develop standards, and prevent time consuming mistakes. In
addition, he or she can provide leadership by example. By
spearheading the work and creating examples for others, a
technical expert can transfer knowledge and experience in a
timely and effective manner. The prevents the "invent as we
go" situation teams often find themselves in when embarking
on a new technology.
 
   專門(mén)的技術(shù)怎樣？是不是項(xiàng)目進(jìn)入了沒(méi)有向?qū)У乃颍坑袥](méi)有團(tuán)隊(duì)中的成員熟悉指
定技術(shù)領(lǐng)域的特定知識(shí)提供上面提到的同樣的信心？一個(gè)技術(shù)專家能夠幫助別人，做
出建議，開(kāi)發(fā)標(biāo)準(zhǔn)，阻止耗時(shí)的錯(cuò)誤。另外，她或他能通過(guò)例子提供領(lǐng)導(dǎo)能力。通過(guò)
傳播工作并為他人創(chuàng)造例子，一個(gè)技術(shù)專家能夠以及時(shí)有效的方式傳播知識(shí)和經(jīng)驗(yàn)。
這能阻止當(dāng)一個(gè)團(tuán)隊(duì)在著手于一項(xiàng)新技術(shù)時(shí)通常發(fā)現(xiàn)他們處于按自己所想進(jìn)行的處
境。

Project Control and Coordination
   項(xiàng)目的控制和合作
 
Large, complex undertakings which require the participation
of many people throughout the development process, demand
both high-level and detailed guidelines to assist in the
channeling of the individual results into an integrated
final product. As each person focuses on his or her's part
of the system, a clearly defined set of standards and
specifications must exist insure that the final result will
"mesh" with the results being produced by others. In many
ways, a systems building project can be thought of a series
of specifications, each level spiraling from broad
requirements into highly detailed procedural instructions.
The collection of these efforts into a unified whole
presents the ultimate challenge for the group. What are some
of the ways to successfully make this happen?

   大型的復(fù)雜的事業(yè)需要在開(kāi)發(fā)過(guò)程中很多人的參與，需要高水平詳細(xì)的設(shè)計(jì)細(xì)節(jié)來(lái)
輔助獨(dú)立的成果融入最后完整的產(chǎn)品中。當(dāng)每個(gè)人專心與它所負(fù)責(zé)的系統(tǒng)的一部分
時(shí)，一個(gè)清楚的已經(jīng)定義標(biāo)準(zhǔn)和規(guī)范的集合必須存在以保證最后的結(jié)果能夠和其他人
的結(jié)果相吻合。在很多方式下，系統(tǒng)的建造項(xiàng)目可以看成是一系列規(guī)范，每層從廣泛
的需求螺旋發(fā)展成為高度詳細(xì)的過(guò)程指令。這些努力的集合就構(gòu)成了一個(gè)整體，給整
個(gè)團(tuán)體展現(xiàn)最后的挑戰(zhàn)。那些方法能使這件事情成功的發(fā)生？
 
Ultimately, three major factors contribute to the level of
success that systems building team will enjoy at each of the
required integration points. One of these factors is the
creation of "consistency" standards. During each phase,
guidelines should be developed for both the content as well
as the format of the final work products. A second important
factor is cross-team communication. Common requirements,
similar issues, shared data, and reusable functionality all
should be openly discussed and coordinated. Sub-teams should
participate in the development of overall high level shared
goals and objectives which encourage cross-team interaction
and decision making. A third factor is the insistence on the
part of the top team leadership that individual and sub-team
successes be innertwined. Consistent deliverable, quality
assurance, methodological, and review standards must apply
to all team members equally.

   最后，三個(gè)關(guān)鍵的因素將對(duì)系統(tǒng)建造團(tuán)隊(duì)將會(huì)享受每個(gè)需求的綜合點(diǎn)成功級(jí)別起作
用。這些因素之一是一致性標(biāo)準(zhǔn)的建立。在每個(gè)階段，詳細(xì)的細(xì)節(jié)必須為內(nèi)容和最后
的運(yùn)行產(chǎn)品的形式所制定。第二個(gè)重要的因素是跨團(tuán)隊(duì)的交流。通常的需求，相似的
組織，共享的數(shù)據(jù)和可復(fù)用的功能都應(yīng)該被公開(kāi)的討論和協(xié)作。子團(tuán)隊(duì)?wèi)?yīng)該參加整個(gè)
高層的開(kāi)發(fā)，共享鼓舞跨團(tuán)隊(duì)交互作用和決策制定的目標(biāo)。第三個(gè)是代表高層領(lǐng)導(dǎo)的
堅(jiān)持性，個(gè)人和子團(tuán)隊(duì)的成功相交互。交付的一致性，質(zhì)量的保證，方法和復(fù)審標(biāo)準(zhǔn)
必須對(duì)團(tuán)隊(duì)的所有成員一視同仁。
 
Team Goals and Individual Objectives
   團(tuán)隊(duì)目標(biāo)和個(gè)人目標(biāo)
 
A project team seems to develop a unique "personality" over
time. It becomes a reflection of everyone involved,
radiating confidence and certainty if spirits are high,
seething with doubts and confusion when direction is
lacking. How can project dynamics be so different from one
team to the next? Leadership certainly plays a vital role,
but individual team member attitudes make the difference.

   一個(gè)項(xiàng)目團(tuán)隊(duì)看起來(lái)時(shí)在開(kāi)發(fā)一個(gè)獨(dú)一無(wú)二的個(gè)性軟件。成為每個(gè)參與者的反映，
如果士氣高的話則充滿自信和確定性，當(dāng)缺乏方向時(shí)則由于疑慮和混亂而沸騰。怎樣
才能使項(xiàng)目因團(tuán)隊(duì)的不同而不同？領(lǐng)導(dǎo)能力當(dāng)然起了一個(gè)很關(guān)鍵的作用，但團(tuán)隊(duì)成員
的態(tài)度也會(huì)造成不同影響。
 
Two fundamental questions illuminate the spirit of the group
effort. First, is everyone on the team driving toward a well
defined and articulative objective? Second, whose objective
is it? An amazing thing can happen on development projects;
everyone is busily working away on whatever it is that they
individually perceive as his or her's most important tasks.
Hopefully, each person's work will mesh with the rest of the
group's results. This will probably happen if everyone
clearly and precisely understands the ultimate phase
objectives. But what if they don't?

   兩個(gè)基本的問(wèn)題說(shuō)明了組織努力的精神。首先，是不是團(tuán)隊(duì)的每個(gè)人都朝著已經(jīng)制
定的清楚的目標(biāo)前進(jìn)？第二，這是誰(shuí)的目標(biāo)？在開(kāi)發(fā)項(xiàng)目中可能發(fā)生這樣令人驚訝的
事情，每個(gè)人都忙于她或他認(rèn)為最重要的任務(wù)。希望是每個(gè)人的工作都能與其他人的
工作相吻合。如果每個(gè)人都很清楚并精確的指導(dǎo)最終的目標(biāo)則可能，但如果不是呢？
 
This is where human nature begins to step in and things can
begin to get interesting. If the attitudes of the team
members tend to be goal driven (which is good) but the team
leadership is fuzzy about what the objectives really are
(which is bad), individual and sometimes scattered goals
begin to pop up. Unique and potentially conflicting agendas
take shape. Before you know it everyone is busily working
away and the atmosphere appears to be productive. But an
time of reconciliation lies ahead. At some point the
individual results must be combined, and depending on the
fit, the attitude of the team will ultimately be affected.
The group's mission or purpose at this point becomes very
real, because it is at this moment that the team realizes
that there may not have really been a common direction in
the first place, and that fact is painfully obvious.

   當(dāng)人類開(kāi)始涉足的地方并且能過(guò)的興趣。如果團(tuán)隊(duì)成員是目標(biāo)驅(qū)動(dòng)，而領(lǐng)導(dǎo)者對(duì)最
終的目標(biāo)而疑惑，獨(dú)立的或分散的目標(biāo)突然出現(xiàn)。獨(dú)自的潛在的議程出現(xiàn)。在你知道
之前每個(gè)人都忙于工作，而且是生產(chǎn)性的氣氛。但要調(diào)和的時(shí)間擺在前面。在某個(gè)點(diǎn)
上獨(dú)立的結(jié)果必須合并，以來(lái)與合適性，團(tuán)隊(duì)的態(tài)度最終會(huì)被影響。這時(shí)組織的任務(wù)
或目的變得很真實(shí)，因?yàn)檫@時(shí)團(tuán)隊(duì)才意識(shí)到在開(kāi)始時(shí)就沒(méi)有統(tǒng)一的方向，事實(shí)顯然是
很痛苦的。
 
Why even take this risk? Insuring that goals and objectives
are clearly spelled out, and the activities and tasks which
will be followed to ultimately reach them are uniformly
understood, will only give the team a shared sense of
purpose. Everyone needs to have a stake in, and a share of,
the responsibility for the outcome of each phase. Doing this
can have an incredible impact on people's attitudes. Clearly
comprehending the relevance of the work and how it will
contribute to the final product, is a powerful motivator for
creating an air of cooperation and open channels of
communication between team members. Individual goals can be
visualized as a part of the larger team objectives. The goal
driven attitude of the team will truly be reflected in the
quality of the results.

   為什么冒這個(gè)險(xiǎn)？確保目標(biāo)很清楚的確定，他們所從事的任務(wù)和活動(dòng)被一律的理
解，將會(huì)給整個(gè)團(tuán)隊(duì)一種目的共享的感覺(jué)。每個(gè)人都需要由對(duì)每個(gè)階段成果的責(zé)任
感，共享感。這樣做肯定會(huì)影響每個(gè)人的態(tài)度。清楚的理解工作的關(guān)鍵和怎樣影響最
終產(chǎn)品，是產(chǎn)生合作環(huán)境及創(chuàng)造成員界交流通道的強(qiáng)有力的因素。獨(dú)立的目標(biāo)可以被
想象成為大型團(tuán)隊(duì)目標(biāo)的一部分。團(tuán)隊(duì)的目標(biāo)去動(dòng)態(tài)都會(huì)在產(chǎn)品的質(zhì)量中有所反映。
 
Systems Building Vision
   系統(tǒng)建造的藍(lán)圖
 
A "vision" doesn't do anyone any good if it is only in one
person's head. Only when it has been absorbed and adopted by
the team does its usefulness begin to emerge. A business or
system "visionary" plays an important yet sometimes
unenviable role in making this happen. His or her
willingness to share insight and understanding of a
situation, and the necessary steps he or she envisions to
arrive at a desired outcome, tend to be dependant on two
factors: the level of confidence he or she has in the ideas,
and his or her tolerance for scrutiny and criticism.
Regardless of these personal risks, a professional system
builder must strive to be a system "visionary". With each
passing phase of the project, he or she must constantly
develop and communicate his or her vision of both the system
functionality and the project approach.

   如果藍(lán)圖只存在于一個(gè)人的腦中則不會(huì)給任何人帶來(lái)好處。只有被團(tuán)隊(duì)吸取和采納
才能使它的作用發(fā)揮出來(lái)。一個(gè)業(yè)務(wù)或系統(tǒng)的“藍(lán)圖”作用重要但有時(shí)仍不能實(shí)現(xiàn)。
她或他的希望是共享對(duì)情況的理解和見(jiàn)識(shí)，并采取了步驟以達(dá)到理想的結(jié)果，依賴于
兩個(gè)因素：她或他的自信程度，忍耐審查和批評(píng)的能力。不管這些個(gè)人的冒險(xiǎn)，一個(gè)
專業(yè)的系統(tǒng)建造者必須為成為一個(gè)系統(tǒng)設(shè)計(jì)者而奮斗。隨著每個(gè)階段的完成，她或他
必須持續(xù)開(kāi)發(fā)和交流她或他對(duì)系統(tǒng)功能和項(xiàng)目方法的構(gòu)想。
 
Putting forward this vision assists in accomplishing two
important results. First, it creates a baseline foundation
for continuing discussion. In many cases, the original
system/approach vision may not survive for long as better
ideas are presented and improvement discussions occur.
Second, the vision promotes constructive, critical thinking.
 
   提出構(gòu)想能有處于實(shí)現(xiàn)兩個(gè)重要的結(jié)果。首先，它創(chuàng)造了繼續(xù)討論的基礎(chǔ)。在很多
情況下，最初的系統(tǒng)/方法構(gòu)想不能比好的思想提出和改進(jìn)的討論維持的時(shí)間長(zhǎng)。第
二，構(gòu)想提供建設(shè)性的嚴(yán)格的思考。

People tend to provide more input in a "review and improve"
mode rather than a "create from scratch" mode. The
presentation of a baseline vision stimulates this process.
In addition, if the "visionary" can relinquish ownership of
the original idea, and subsequently encourage it to become
the property of the group, the effectiveness of the process
can be even more enhanced. The system builder serves to
plant the "starting point" ideas, and the team members and
business clients assist with, and take responsibility for,
the ultimate direction and composition of the shared vision.
 
   人們更傾向于提供更多的輸入給“復(fù)審和提高”而不是“從零開(kāi)始”的模式。最初
的構(gòu)想的提出促進(jìn)這個(gè)過(guò)程。另外，如果“構(gòu)想”能夠放棄最初的思想的所有權(quán)，而
成為組織的財(cái)產(chǎn)，這個(gè)過(guò)程的效果將會(huì)更加提高。系統(tǒng)建造者負(fù)責(zé)產(chǎn)生開(kāi)始點(diǎn)的思
想，團(tuán)隊(duì)成員和業(yè)務(wù)客戶輔助并負(fù)責(zé)共享的構(gòu)想的方向和合成。

Project Team Confidence
   項(xiàng)目團(tuán)隊(duì)信心
 
Another important team attitude is confidence. The
development of a complex system presents tremendous
challenges to a project team. Sometimes it can even feel
like an act of faith. An enormous amount of detail is
collected, analyzed, organized, and assimilated into a
functional "whole". On very large efforts, only a few key
individuals may possess the total "big picture", and this
may be at varying levels of completeness. This ambiguity can
from time to time test the confidence of the project team
members. Given these uncertainties, how does a team feel
assured and confident of success throughout the process, and
have this reflected in the individual team member attitudes?
 
   另一個(gè)重要的團(tuán)隊(duì)是信心。開(kāi)發(fā)復(fù)雜的系統(tǒng)將會(huì)給團(tuán)隊(duì)帶來(lái)很多挑戰(zhàn)。有時(shí)感覺(jué)是
一種信仰的活動(dòng)。大量的細(xì)節(jié)被收集、分析、組織并吸取為整體的功能。在非常大的
付出中，僅有一些關(guān)鍵個(gè)人支配整個(gè)“圖紙”，并隨完成的不同層次不同。這種不確
定性時(shí)不時(shí)的檢驗(yàn)團(tuán)隊(duì)成員的信心。給出這些不確定的事情，一個(gè)團(tuán)隊(duì)怎樣才能在通
向成功的過(guò)程中感到有保證和信心，并反映到團(tuán)隊(duì)個(gè)人的態(tài)度呢？

Clearly, the realization on the part of the team, that a
system design is formed as a gradually evolving solution,
from a process which tends to be iterative in nature, helps
everyone to be patient with the slowly disappearing level of
ambiguity. The more team members who participate on the
project who have been through the complete system building
life cycle, the more likely the overall team awareness will
be that everything will come together at each major
milestone. This is an important confidence builder for the
less experienced members of the team. The higher the level
of confidence possessed by the team, the more secure the
business clients feel, and the more likely the team will
actually "see" themselves succeeding, even in the face of
the unknown.

   很明顯，在團(tuán)隊(duì)方面的實(shí)現(xiàn)，系統(tǒng)的設(shè)計(jì)在逐漸演化的過(guò)程中形成，從本質(zhì)上交互
的過(guò)程，幫助每個(gè)人在不確定性逐漸消除的過(guò)程中保持忍耐。參加項(xiàng)目并經(jīng)歷整個(gè)系
統(tǒng)建造生命周期的成員越多，整個(gè)團(tuán)隊(duì)意識(shí)在每個(gè)主要里程碑所有事都具備的可能性
就越大。這對(duì)于一個(gè)缺乏經(jīng)驗(yàn)的團(tuán)隊(duì)成員是一個(gè)重要的信心締造者。團(tuán)隊(duì)擁有的信心
水平越高，，業(yè)務(wù)客戶的安全感越大，團(tuán)隊(duì)就更加可能看到他們的勝利，即使是面對(duì)
未知的事情。