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2 Remote Warehouse Software Engineering- General

Peopleware: Productive Projects and Teams

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Peopleware: Productive Projects and Teams Cover

 

Synopses & Reviews

Publisher Comments:

 

Few books in computing have had as profound an influence on software management as Peopleware . The unique insight of this longtime best seller is that the major issues of software development are human, not technical. They’re not easy issues; but solve them, and you’ll maximize your chances of success.

 

Peopleware has long been one of my two favorite books on software engineering. Its underlying strength is its base of immense real experience, much of it quantified. Many, many varied projects have been reflected on and distilled; but what we are given is not just lifeless distillate, but vivid examples from which we share the authors’ inductions. Their premise is right: most software project problems are sociological, not technological. The insights on team jelling and work environment have changed my thinking and teaching. The third edition adds strength to strength.”

— Frederick P. Brooks, Jr., Kenan Professor of Computer Science, University of North Carolina at Chapel Hill, Author of The Mythical Man-Month and The Design of Design

Peopleware is the one book that everyone who runs a software team needs to read and reread once a year. In the quarter century since the first edition appeared, it has become more important, not less, to think about the social and human issues in software develop¿ment. This is the only way we’re going to make more humane, productive workplaces. Buy it, read it, and keep a stock on hand in the office supply closet.”

—Joel Spolsky, Co-founder, Stack Overflow

“When a book about a field as volatile as software design and use extends to a third edition, you can be sure that the authors write of deep principle, of the fundamental causes for what we readers experience, and not of the surface that everyone recognizes. And to bring people, actual human beings, into the mix! How excellent. How rare. The authors have made this third edition, with its additions, entirely terrific.”

—Lee Devin and Rob Austin, Co-authors of The Soul of Design and Artful Making

 

For this third edition, the authors have added six new chapters and updated the text throughout, bringing it in line with today’s development environments and challenges. For example, the book now discusses pathologies of leadership that hadn’t previously been judged to be pathological; an evolving culture of meetings; hybrid teams made up of people from seemingly incompatible generations; and a growing awareness that some of our most common tools are more like anchors than propellers. Anyone who needs to manage a software project or software organization will find invaluable advice throughout the book.

 

Synopsis:

For generations of software managers and team members who want their projects to succeed, Peopleware has earned a place on the short list of indispensable reading. Authors Tom DeMarco and Timothy Lister were the first to recognize the centrality of managing human beings in the software development process — and to offer profound insights into doing that well. Software legend Joel Spolsky described this book as the “ Anti-Dilbert Manifesto”: it combines humor and wisdom to give practical advice that every software manager and developer can benefit from.

 

Now, for the first time in 13 years, DeMarco and Lister have updated this legendary classic. In addition to thoughtful updates and reorganization wherever necessary, they’ve added seven valuable new chapters on today’s most important challenges in software project management. Reflecting lengthy personal experience and deep wisdom, DeMarco and Lister bring new insights to:

  • Leadership
  • Managing generational differences
  • Coordinating distributed teams
  • Leading diverse Teams
  • Managing risk
  • Running more effective meetings
  • Using email more effectively

About the Author

T om DeMarco and Timothy Lister are principals of The Atlantic Systems Guild (www.systemsguild.com), a consulting firm specializing in the complex processes of system building, with particular emphasis on the human dimension. Together, they have lectured, written, and consulted internationally since 1979 on management, estimating, productivity, and corporate culture.

T om DeMarco is the author or coauthor of nine books on subjects ranging from development methods to organizational function and dysfunction, as well as two novels and a book of short stories. His consulting practice focuses primarily on expert witness work, balanced against the occasional project and team consulting assignment. Currently enjoying his third year teaching ethics at the University of Maine, he lives in nearby Camden.

Timothy Lister divides his time among consulting, teaching, and writing. Based in Manhattan, Tim is coauthor, with Tom, of Waltzing With Bears: Managing Risk on Software Projects (Dorset House Publishing Co., Inc., 2003), and of Adrenaline Junkies and Template Zombies: Understanding Patterns of Project Behavior (Dorset House Publishing Co., Inc., 2008), written with four other principals of The Atlantic Systems Guild. He is a member of the IEEE, the ACM, and the Cutter IT Trends Council, and is a Cutter Fellow.

Table of Contents

Preface to the Third Edition

PART I: Managing the Human Resource

Chapter 1: Somewhere Today, a Project Is Failing

Chapter 2: Make a Cheeseburger, Sell a Cheeseburger

Chapter 3: Vienna Waits for You

Chapter 4: Quality–If Time Permits

Chapter 5: Parkinson’s Law Revisited

Chapter 6: Laetrile

 

PART II: The Office Environment

 

Chapter 7: The Furniture Police

Chapter 8: “You Never Get Anything Done Around Here Between 9 and 5.”

Chapter 9:  Saving Money on Space

Intermezzo

Chapter 10: Brain Time Versus Body Time

Chapter 11: The Telephone

Chapter 12: Bring Back the Door

Chapter 13: Taking Umbrella Steps

 

PART III: The Right People

 

Chapter 14: The Hornblower Factor

Chapter 15: Let’s Talk About Leadership

Chapter 16: Hiring a Juggler

Chapter 17: Playing Well With Others

Chapter 18: Childhood’s End

Chapter 19: Happy to Be Here

Chapter 20: Human Capital

 

PART IV: Growing Productive Teams

 

Chapter 21: The Whole Is Greater Than the Sum of the Parts

Chapter 22: The Black Team

Chapter 23: Teamicide

Chapter  24: Teamicide Revisited

Chapter 25: Competition

Chapter 27: A Spaghetti Dinner

Chapter 28: Open Kimono

Chapter 29: Chemistry for Team Formation

 

PART V: Fertile Soil

 

Chapter 30: The Self-Healing System

Chapter 31: Dancing With Risk

Chapter 32: Monologues, Meetings, and Conversations

Chapter 33: The Ultimate Management Sin Is . . .

Chapter 34: E(vil) Mail

Chapter 35: Making Change Possible

Chapter 36: Organizational Learning

Chapter 37: The Making of Community

 

PART VI: It’s Supposed to Be Fun to Work Here

Chapter 38: Chaos and Order

Chapter 39: Free Electrons

Chapter 40: Holgar Dansk

 

 

 

Product Details

ISBN:
9780321934116
Author:
Demarco, Tom
Publisher:
Addison-Wesley Professional
Author:
DeMarco, Tom
Author:
Dorset House
Author:
Lister, Timothy
Author:
Lister, Tim
Subject:
Software Engineering-General
Subject:
Programming - Software Development
Subject:
peopleware; software engineering best practices; software project management; software project leadership; software teams; agile software; managing diverse software teams; software risk; software leadership; Mythical Man-Month
Copyright:
Edition Description:
Trade paper
Publication Date:
20130631
Binding:
TRADE PAPER
Language:
English
Pages:
272
Dimensions:
9 x 6.1 x 0.8 in 381 gr

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Related Subjects

Business » General
Business » Management
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Computers and Internet » Computers Reference » General
Computers and Internet » Software Engineering » General
Computers and Internet » Software Engineering » Software Management

Peopleware: Productive Projects and Teams New Trade Paper
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Product details 272 pages Addison-Wesley Professional - English 9780321934116 Reviews:
"Synopsis" by ,

For generations of software managers and team members who want their projects to succeed, Peopleware has earned a place on the short list of indispensable reading. Authors Tom DeMarco and Timothy Lister were the first to recognize the centrality of managing human beings in the software development process — and to offer profound insights into doing that well. Software legend Joel Spolsky described this book as the “ Anti-Dilbert Manifesto”: it combines humor and wisdom to give practical advice that every software manager and developer can benefit from.

 

Now, for the first time in 13 years, DeMarco and Lister have updated this legendary classic. In addition to thoughtful updates and reorganization wherever necessary, they’ve added seven valuable new chapters on today’s most important challenges in software project management. Reflecting lengthy personal experience and deep wisdom, DeMarco and Lister bring new insights to:

  • Leadership
  • Managing generational differences
  • Coordinating distributed teams
  • Leading diverse Teams
  • Managing risk
  • Running more effective meetings
  • Using email more effectively
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