Peopleware: Productive Projects and Teams (3RD ed.)
Contributor(s): DeMarco, Tom (Author), Lister, Timothy (Author), Dorset House (Author), Lister, Tim (Author)
$46.95 (includes GST)
Paperback package 272
18%Off Retail Price
This item is available to backorder. Usually ships within 3 - 4 weeks.
SOFTWARE ENGINEERING Level: B/I/A
| Add to Shopping Cart
The legendary 'anti-Dilbert' book on managing software projects by focusing on people - now fully updated for today's projects and methodologies
Combines humor and wisdom to deliver timeless, practical advice every software manager and developer can use
Updated and reorganized, with seven brand-new chapters
Now addresses leadership, generational differences, distributed and diverse teams, managing risk, holding effective meetings, and using email the right way
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.
Tom 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.
Tom 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 xv''About the Authors xvii' Part I: Managing the Human Resource 1 Chapter 1: Somewhere Today, a Project Is Failing 3The Name of the Game 4The High-Tech Illusion 5 Chapter 2: Make a Cheeseburger, Sell a Cheeseburger 7A Quota for Errors 8Management: The Bozo Definition 8The People Store 9A Project in Steady State Is Dead 10We Haven't Got Time to Think about This Job, Only to Do It 11 Chapter 3: Vienna Waits for You 13Spanish Theory Management 13And Now a Word from the Home Front 14There Ain't No Such Thing as Overtime 15Workaholics 15Productivity: Winning Battles and Losing Wars 16Reprise 17 Chapter 4: Quality--If Time Permits 19The Flight from Excellence 20Quality Is Free, But . . . 22Power of Veto 23 Chapter 5: Parkinson's Law Revisited 25Parkinson's Law and Newton's Law 25You Wouldn't Be Saying This If You'd EverMet Our Herb 26Some Data from the University of New South Wales 27Variation on a Theme by Parkinson 29 Chapter 6: Laetrile 31Lose Fat While Sleeping 31The Seven Sirens 32This Is Management 34 Part II: The Office Environment 35 Chapter 7: The Furniture Police 37The Police Mentality 38The Uniform Plastic Basement 38 Chapter 8: 'You Never Get Anything Done around Here between 9 and 5.' 41A Policy of Default 42Coding War Games: Observed Productivity Factors 43Individual Differences 44Productivity Nonfactors 45You May Want to Hide This from Your Boss 46Effects of the Workplace 47What Did We Prove? 48 Chapter 9: Saving Money on Space 49A Plague upon the Land 50We Interrupt This Diatribe to Bring You a Few Facts 51Workplace Quality and Product Quality 52A Discovery of Nobel Prize Significance 53Hiding Out 54 Intermezzo: Productivity Measurement and Unidentified Flying Objects 57Gilb's Law 58But You Can't Afford Not to Know 59Measuring with Your Eyes Closed 59 Chapter 10: Brain Time versus Body Time 61Flow 61An Endless State of No-Flow 62Time Accounting Based on Flow 63The E-Factor 64A Garden of Bandannas 65Thinking on the Job 65 Chapter 11: The Telephone 67Visit to an Alternate Reality 67Tales from the Crypt 69A Modified Telephone Ethic 70Incompatible Multitasking 71 Chapter 12: Bring Back the Door 73The Show Isn't Over Till the Fat Lady Sings 73The Issue of Glitz 74Creative Space 75Vital Space 76Breaking the Corporate Mold 77 Chapter 13: Taking Umbrella Steps 79Alexander's Concept of Organic Order 80Patterns 82The First Pattern: Tailored Work Space from a Kit 84The Second Pattern: Windows 84The Third Pattern: Indoor and Outdoor Space 87The Fourth Pattern: Public Space 87The Pattern of the Patterns 88Return to Reality 88 Part III: The Right People 91 Chapter 14: The Hornblower Factor 93Born versus Made 93The Uniform Plastic Person 94Standard Dress 95Code Word: 'Professional '96Corporate Entropy 96 Chapter 15: Let's Talk about Leadership 99Leadership as a Work-Extraction Mechanism 99Leadership as a Service 100Leadership and Innovation 101Leadership: The Talk and the Do 102 Chapter 16: Hiring a Juggler 103The Portfolio 104Aptitude Tests (Erghhhh) 105Holding an Audition 105 Chapter 17: Playing Well with Others 109First, the Benefits 109Food Magic 110Yes, But . . . 110 Chapter 18: Childhood's End 113Technology--and Its Opposite 113Continuous Partial Attention 114Articulate the Contract 114Yesterday's Killer App 115 Chapter 19: Happy to Be Here 117Turnover: The Obvious Costs 117The Hidden Costs of Turnover 118Why People Leave 120A Special Pathology: The Company Move 120The Mentality of Permanence 122 Chapter 20: Human Capital 125How About People? 126So Who Cares? 127Assessing the Investment in Human Capital 127What Is the Ramp-Up Time for an Experienced Worker? 129Playing Up to Wall Street 130 Part IV: Growing Productive Teams 131 Chapter 21: The Whole Is Greater Than the Sum of the Parts 133Concept of the Jelled Team 133Management by Hysterical Optimism 134The Guns of Navarone 135Signs of a Jelled Team 136Teams and Cliques 137 Chapter 22: The Black Team 139The Stuff of Which Legends Are Made 139Pitiful Earthlings, What Can Save You Now? 140Footnote 141 Chapter 23: Teamicide 143Defensive Management 144Bureaucracy 146Physical Separation 146Fragmentation of Time 147The Quality-Reduced Product 147Phony Deadlines 148Clique Control 149Once More Over the Same Depressing Ground 149 Chapter 24: Teamicide Revisited 151Those Damn Posters and Plaques 151Overtime: An Unanticipated Side Effect 152 Chapter 25: Competition 155Consider an Analogy 155Does It Matter? The Importance of Coaching 156Teamicide Re-revisited 157Mixing Metaphors 158 Chapter 26: A Spaghetti Dinner 159Team Effects Beginning to Happen 159What's Been Going On Here? 160 Chapter 27: Open Kimono 161Calling In Well 161The Getaway Ploy 163There Are Rules and We Do Break Them 164Chickens with Lips 165Who's in Charge Here? 165 Chapter 28: Chemistry for Team Formation 167The Cult of Quality 168I Told Her I Loved Her When I Married Her 169The Elite Team 169On Not Breaking Up the Yankees 171A Network Model of Team Behavior 171Selections from a Chinese Menu 172Putting It All Together 172 Part V: Fertile Soil 173 Chapter 29: The Self-Healing System 175Deterministic and Nondeterministic Systems 175The Covert Meaning of Methodology 176Methodology Madness 177The Issue of Malicious Compliance 179The Baby and the Bathwater 179The High-Tech Illusion Revisited 180 Chapter 30: Dancing with Risk 183Not Running Away from Risk 183The One Risk We Almost Never Manage 184Why Nonperformance Risks Often Don't Get Managed 185 Chapter 31: Meetings, Monologues, and Conversations 187Neuro-sclerosis 187The 'Technologically Enhanced' Meeting 188Stand-Up Meetings 188Basic Meeting Hygiene 189Ceremonies 189Too Many People 190Open-Space Networking 190Prescription for Curing a Meeting-AddictedOrganization 191 Chapter 32: The Ultimate Management Sin Is . . . 193For Instance 193Status Meetings Are About Status 194Early Overstaffing 194Fragmentation Again 196Respecting Your Investment 197 Chapter 33: E(vil) Mail 199In Days of Yore 199Corporate Spam 200What Does 'FYI' Even Mean? 200Is This an Open Organization or a Commune? 201Repeal Passive Consent 201Building a Spam-less Self-Coordinating Organization 202 Chapter 34: Making Change Possible 203And Now, a Few Words from Another FamousConsultant 203That's a Swell Idea, Boss. I'll Get Right on It. 205A Better Model of Change 206Safety First 208 Chapter 35: Organizational Learning 211Experience and Learning 211A Redesign Example 212The Key Question About Organizational Learning 213The Management Team 214Danger in the White Space 215 Chapter 36: The Making of Community 217Digression on Corporate Politics 218Why It Matters 219Pulling Off the Magic 220 Part VI: It's Supposed to Be Fun to Work Here 221 Chapter 37: Chaos and Order 223Progress Is Our Most Important Problem 223Pilot Projects 224War Games 226Brainstorming 228Training, Trips, Conferences, Celebrations, and Retreats 228 Chapter 38: Free Electrons 231The Cottage-Industry Phenomenon 231Fellows, Gurus, and Intrapreneurs 232No Parental Guidance 233 Chapter 39: Holgar Dansk 235But Why Me? 235The Sleeping Giant 236Waking Up Holgar 237' ''Index '239
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.
DeMarco draws on his experience both as participant and manager of large systems development projects.