Motivator: You have to keep your team Motivated. This is really hard to do, and requires a special personality. Without this skill, small teams like yours are hopeless.
1a. Request thoughtful answers to a controversial question and then after 7 minutes accept one of few answers and go on to something else. This shows that you take the long view and is highly motivating to your contributors
Intelligence: For small projects like this, it's best if the Team Leader knows something about everything. If he knows something about everything, everyone is going to follow him.
Objective: Remaining objective is very key.
Organized: You have to be the most organized out of everyone, because when things get chaotic, people run. And I would say in small projects, this is the skill that most Team Leaders lack.
I have been part of several small projects. I would guess that 90% of them fail. I would say it's primarily due to the Team Leader lacking in certain skills.
A manager. Someone has to keep track of where folks are at and how their progress fits in the scope and time-line of the entire project. There isn't really a good way to automate this. It must be done by a human.
Edit When I worked for a game industry company, we always had to meet certain milestones to get payments from the publisher. As the manager you can break down each persons tasks into milestones as well. This way you can track the progress of each developer without bothering those who are on track with their features. It also makes it easier for the developer to know what their deadlines are in nice bite size pieces. If they are consultants, you can even pay them upon meeting their milestones. Money is great motivator ;) Another great motivator is to make all milestones open to the whole team. So if one person falls behind, others can jump in and help her meet it.
I've worked in large and small game development teams for many years and I think the most important thing you can keep in mind to hit milestones and stay on track is discipline.
Game Development seems to suffer immensely from the desire to add more and more features or focus too much energy in something that's just not that much of the final experience. Your best tool for keeping the team on track is the word "No"
So far I've been on the development end of this equation, and by personal preference rejected attempts to place me in a managerial position. Techniques I have observed are:
Set very, perhaps impossibly short deadlines. Developers will be so rushed to achieve the goals that they won't have time for any distractions. They won't have time for refactoring, cleaning up code, indenting, code review or anything else either, but as long as their code compiles they can reach the milestone and worry about debugging it later.
Have a technical project lead so dedicated to the project he'll crack the whip on all others until they produce maximum (visible) output. Also, he'll work lots of overtime and encourage others to do the same.
Weekly meetings, all hands. Some of the information exchanged about what other folks are doing and what they've learned can actually be useful.
Provide standardized equipment, software and development environments. They may be awkward to work with and developers will hate it, but at least they won't end up playing with their configuration when they could be coding.
Have a business-savvy administrative project lead who can keep customers off the developers' backs and filter requirements for them. Anytime a customer "helps" it delays progress by many hours.
Daily standup meetings done properly help a whole lot. If you keep it to:
1 what did you do yesterday? 2 what are you doing today? 3 what problems are you having?
it should remain quick and helpful. Keep in mind #3 is just to state it not to solve it. That is done after the meeting and is facilitated by the development manager or project manager.
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您需要一位具有特定技能的团队领导者。
激励者：您必须保持团队的积极性。这确实很难做到，需要特殊的性格。如果没有这项技能，像您这样的小团队就毫无希望。
1a。 要求对有争议的问题做出深思熟虑的答案，然后在 7 分钟后接受几个答案之一并继续处理其他问题。这表明您目光长远，并且对贡献者具有高度激励性
智力：对于像这样的小型项目，团队负责人最好了解所有事情。如果他对所有事情都了解一些，那么每个人都会跟随他。
目标：剩余目标非常关键。
有组织性：你必须是所有人中最有组织性的，因为当事情变得混乱时，人们就会逃跑。我想说，在小型项目中，这是大多数团队领导者所缺乏的技能。
我参与了几个小项目。我猜90%的人都会失败。我想说这主要是由于团队领导者缺乏某些技能。
顺便提一句。祝你好运。我无法成为团队领导者。 :)
You need a Team Leader with specific skills.
Motivator: You have to keep your team Motivated. This is really hard to do, and requires a special personality. Without this skill, small teams like yours are hopeless.
1a. Request thoughtful answers to a controversial question and then after 7 minutes accept one of few answers and go on to something else. This shows that you take the long view and is highly motivating to your contributors
Intelligence: For small projects like this, it's best if the Team Leader knows something about everything. If he knows something about everything, everyone is going to follow him.
Objective: Remaining objective is very key.
Organized: You have to be the most organized out of everyone, because when things get chaotic, people run. And I would say in small projects, this is the skill that most Team Leaders lack.
I have been part of several small projects. I would guess that 90% of them fail. I would say it's primarily due to the Team Leader lacking in certain skills.
BTW. Good Luck. I couldn't be a Team leader. :)
成为领导者：如何在不冒犯或激起怨恨的情况下改变他人，摘自“如何赢得朋友”并影响人们”：
这些是我对一些有用策略的建议，尽管这些策略相对于 1936 年写的书来说已经相当古老了。
Be a Leader: How to Change People Without Giving Offense or Arousing Resentment from "How To Win Friends and Influence People":
Those are my suggestions for some helpful tactics, even if they are rather old as the book was written in 1936.
这是一篇关于该主题的有趣文章：游戏系统。
This is an interesting article about that very topic: Gaming the System.
一个经理。必须有人跟踪人们的进度以及他们的进度如何适应整个项目的范围和时间线。确实没有一个好的方法来自动化此操作。它必须由人类来完成。
编辑当我在一家游戏行业公司工作时，我们总是必须达到某些里程碑才能从发行商那里获得付款。作为经理，您也可以将每个人的任务分解为里程碑。通过这种方式，您可以跟踪每个开发人员的进度，而无需打扰那些正在开发其功能的开发人员。它还使开发人员更容易知道他们的最后期限是多少。如果他们是顾问，您甚至可以在达到他们的里程碑后向他们付款。金钱是很大的动力；）另一个很大的动力是让所有里程碑向整个团队开放。因此，如果一个人落后了，其他人就可以介入并帮助她应对。
A manager. Someone has to keep track of where folks are at and how their progress fits in the scope and time-line of the entire project. There isn't really a good way to automate this. It must be done by a human.
Edit When I worked for a game industry company, we always had to meet certain milestones to get payments from the publisher. As the manager you can break down each persons tasks into milestones as well. This way you can track the progress of each developer without bothering those who are on track with their features. It also makes it easier for the developer to know what their deadlines are in nice bite size pieces. If they are consultants, you can even pay them upon meeting their milestones. Money is great motivator ;) Another great motivator is to make all milestones open to the whole team. So if one person falls behind, others can jump in and help her meet it.
我在大大小小的游戏开发团队工作了很多年，我认为要达到里程碑并保持正轨，最重要的事情就是遵守纪律。
游戏开发似乎因渴望添加越来越多的功能或将过多的精力集中在最终体验之外的东西而受到极大的困扰。让团队保持正轨的最佳工具就是“不”这个词
I've worked in large and small game development teams for many years and I think the most important thing you can keep in mind to hit milestones and stay on track is discipline.
Game Development seems to suffer immensely from the desire to add more and more features or focus too much energy in something that's just not that much of the final experience. Your best tool for keeping the team on track is the word "No"
到目前为止，我一直处于这个等式的开发端，并且根据个人喜好拒绝了将我置于管理职位的尝试。我观察到的技巧是：
So far I've been on the development end of this equation, and by personal preference rejected attempts to place me in a managerial position. Techniques I have observed are:
正确召开每日站立会议会有很大帮助。如果你保持：
1 你昨天做了什么？
2 你今天在做什么？
3 你有什么问题？
它应该保持快速和有帮助。请记住#3 只是陈述它而不是解决它。这是在会议后完成的，并由开发经理或项目经理协助。
Daily standup meetings done properly help a whole lot. If you keep it to:
1 what did you do yesterday?
2 what are you doing today?
3 what problems are you having?
it should remain quick and helpful. Keep in mind #3 is just to state it not to solve it. That is done after the meeting and is facilitated by the development manager or project manager.