The key lessons learned in this chapter include the following:
Successful software teams depend on people more than technology.
The project manager's primary responsibility is to make the project successful. Do this by forming a team-based culture, and making sure that the team has all the resources they need.
Make sure your team has the services of a toolsmith/tool administrator available, whether this is a dedicated member of the team, a member of the company staff, or provided by the customer.
Involve selected members of the team in the interview process for new team candidates.
Be supportive of team members if their productivity suffers due to problems beyond their control.
If attitude or personality conflicts from a specific team member become a problem, remove that person from the team as soon as possible.
Involve testers early in the project lifecycle. They can help define project requirements that can be tested.
The architect role is one of the first technical roles on the project. The architect's focus is to identify a viable candidate architecture to serve as the project's foundation, reducing risk on the project.
Project managers should keep their team informed of events in the company outside the immediate project.
