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+Now we get to the final part of the lesson.
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+And in this part I want to talk about well known,
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+ineffective development practices. These practices, when followed, tend to lead
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+to predictably bad results. So let's look at some examples of
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+these classic mistakes. And we're going to start with mistakes
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+involving people. And notice that there is a long list. So
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+I'm going to discuss just a few of those mistakes.
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+And I'm going to point you to more information on this
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+topic in the class notes. And some of these mistakes are
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+actually kind of entertaining. So I'll recommend that you look at
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+the class notes and go in more depth in this list.
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+So the first people mistake I want to mention is the
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+one that I define, heroics. And this refers to too much
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+emphasis on can do attitudes, so this idea that one person
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+by himself or by herself can do everything and can make
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+the difference in the whole project. And unfortunately, this encourages extreme
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+risk taking and discourages cooperation, which is plain bad for
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+the project. For example, it might force people not to
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+report schedule slips. It might force people to take on
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+on too much responsibility. And normally, and I saw it
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+happen many times, the final result is a failure. So
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+what you want when you're developing a larger project, is
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+actually to apply soft engineering principles. Have teams, have team
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+work, and have cooperation among the different team members, without pointing
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+too much on single individuals. Another classic mistake
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+is to not create the right working environment. We
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+all like to work in nice environments. And there
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+is strong evidence that the working environments can play
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+a big role in productivity. There is evidence
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+that productivity increases when the workplace is nice, quiet,
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+warm, and welcoming. Finally, some of the most important
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+people relating mistakes are due to poor people management.
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+For example, lack of leaderships, or leadership that is
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+exercised using the wrong means in the wrong way, which
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+can lead to very unhappy personnel and therefore, low
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+productivity, or even people leaving teams. Another classic example of
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+poor management is adding people to a project that
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+is behind schedule, which never works. Why it doesn't work?
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+Because these new people need to be brought up to
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+speed, and that causes further delays rather than improving the
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+situation with the project schedule.