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Peopleware : productive projects and teams

Author: Tom DeMarco; Timothy R Lister
Publisher: Upper Saddle River, NJ : Addison-Wesley, [2013]
Edition/Format:   Print book : English : Third editionView all editions and formats
Summary:
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. For this third edition, the authors have added six new chapters and updated the text throughout, bringing it in  Read more...
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Material Type: Internet resource
Document Type: Book, Internet Resource
All Authors / Contributors: Tom DeMarco; Timothy R Lister
ISBN: 9780321934116 0321934113
OCLC Number: 835116380
Notes: Includes index.
Description: xvii, 249 pages ; 23 cm
Contents: Preface --
About the Authors --
Part I. Managing the Human Resource --
Chapter 1. Somewhere Today, a Project Is Failing --
The Name of the Game --
The High-Tech Illusion --
Chapter 2. Make a Cheeseburger, Sell a Cheeseburger --
A Quota for Errors --
Management: The Bozo Definition --
The People Store --
A Project in Steady State Is Dead --
We Haven't Got Time to Think about This Job, Only to Do It --
Chapter 3. Vienna Waits for You --
Spanish Theory Management --
And Now a Word from the Home Front --
There Ain't No Such Thing as Overtime --
Workaholics --
Productivity: Winning Battles and Losing Wars --
Reprise --
Chapter 4. Quality-If Time Permits --
The Flight from Excellence --
Quality Is Free, But & hellip; --
Power of Veto --
Chapter 5. Parkinson's Law Revisited --
Parkinson's Law and Newton's Law --
You Wouldn't Be Saying This If You'd Ever Met Our Herb --
Some Data from the University of New South Wales --
Variation on a Theme by Parkinson --
Chapter 6. Laetrile --
Lose Fat While Sleeping --
The Seven Sirens --
This Is Management --
Part II. The Office Environment --
Chapter 7. The Furniture Police --
The Police Mentality --
The Uniform Plastic Basement --
Chapter 8. "You Never Get Anything Done around Here between 9 and 5." --
A Policy of Default --
Coding War Games: Observed Productivity Factors --
Individual Differences --
Productivity Nonfactors --
You May Want to Hide This from Your Boss --
Effects of the Workplace --
What Did We Prove? --
Chapter 9. Saving Money on Space --
A Plague upon the Land --
We Interrupt This Diatribe to Bring You a Few Facts --
Workplace Quality and Product Quality --
A Discovery of Nobel Prize Significance --
Hiding Out --
Intermezzo Productivity Measurement and Unidentified Flying Objects --
Gilb's Law --
But You Can't Afford Not to Know --
Measuring with Your Eyes Closed --
Chapter 10. Brain Time versus Body Time --
Flow --
An Endless State of No-Flow --
Time Accounting Based on Flow --
The E-Factor --
A Garden of Bandannas --
Thinking on the Job --
Chapter 11. The Telephone --
Visit to an Alternate Reality --
Tales from the Crypt --
A Modified Telephone Ethic --
Incompatible Multitasking --
Chapter 12. Bring Back the Door --
The Show Isn't Over Till the Fat Lady Sings --
The Issue of Glitz --
Creative Space --
Vital Space --
Breaking the Corporate Mold --
Chapter 13. Taking Umbrella Steps --
Alexander's Concept of Organic Order --
Patterns --
The First Pattern: Tailored Work Space from a Kit --
The Second Pattern: Windows --
The Third Pattern: Indoor and Outdoor Space --
The Fourth Pattern: Public Space --
The Pattern of the Patterns --
Return to Reality --
Part III. The Right People --
Chapter 14. The Hornblower Factor --
Born versus Made --
The Uniform Plastic Person --
Standard Dress --
Code Word: Professional --
Corporate Entropy --
Chapter 15. Let's Talk about Leadership --
Leadership as a Work-Extraction Mechanism --
Leadership as a Service --
Leadership and Innovation --
Leadership: The Talk and the Do --
Chapter 16. Hiring a Juggler --
The Portfolio --
Aptitude Tests (Erghhhh) --
Holding an Audition --
Chapter 17. Playing Well with Others --
First, the Benefits --
Food Magic --
Yes, But & hellip; --
Chapter 18. Childhood's End --
Technology-and Its Opposite --
Continuous Partial Attention --
Articulate the Contract --
Yesterday's Killer App --
Chapter 19. Happy to Be Here --
Turnover: The Obvious Costs --
The Hidden Costs of Turnover --
Why People Leave --
A Special Pathology: The Company Move --
The Mentality of Permanence --
Chapter 20. Human Capital --
How About People? --
So Who Cares? --
Assessing the Investment in Human Capital --
What Is the Ramp-Up Time for an Experienced Worker? --
Playing Up to Wall Street --
Part IV. Growing Productive Teams --
Chapter 21. The Whole Is Greater Than the Sum of the Parts --
Concept of the Jelled Team --
Management by Hysterical Optimism --
The Guns of Navarone --
Signs of a Jelled Team --
Teams and Cliques --
Chapter 22. The Black Team --
The Stuff of Which Legends Are Made --
Pitiful Earthlings, What Can Save You Now? --
Footnote --
Chapter 23. Teamicide --
Defensive Management --
Bureaucracy --
Physical Separation --
Fragmentation of Time --
The Quality-Reduced Product --
Phony Deadlines --
Clique Control --
Once More Over the Same Depressing Ground --
Chapter 24. Teamicide Revisited --
Those Damn Posters and Plaques --
Overtime: An Unanticipated Side Effect --
Chapter 25. Competition --
Consider an Analogy --
Does It Matter? The Importance of Coaching --
Teamicide Re-revisited --
Mixing Metaphors --
Chapter 26. A Spaghetti Dinner --
Team Effects Beginning to Happen --
What's Been Going On Here? --
Chapter 27. Open Kimono --
Calling In Well --
The Getaway Ploy --
There Are Rules and We Do Break Them --
Chickens with Lips --
Who's in Charge Here? --
Chapter 28. Chemistry for Team Formation --
The Cult of Quality --
I Told Her I Loved Her When I Married Her --
The Elite Team --
On Not Breaking Up the Yankees --
A Network Model of Team Behavior --
Selections from a Chinese Menu --
Putting It All Together --
Part V. Fertile Soil --
Chapter 29. The Self-Healing System --
Deterministic and Nondeterministic Systems --
The Covert Meaning of Methodology --
Methodology Madness --
The Issue of Malicious Compliance --
The Baby and the Bathwater --
The High-Tech Illusion Revisited --
Chapter 30. Dancing with Risk --
Not Running Away from Risk --
The One Risk We Almost Never Manage --
Why Nonperformance Risks Often Don't Get Managed --
Chapter 31. Meetings, Monologues, and Conversations --
Neuro-sclerosis --
The "Technologically Enhanced" Meeting --
Stand-Up Meetings --
Basic Meeting Hygiene --
Ceremonies --
Too Many People --
Open-Space Networking --
Prescription for Curing a Meeting-Addicted Organization --
Chapter 32. The Ultimate Management Sin Is & hellip; --
For Instance --
Status Meetings Are About Status --
Early Overstaffing --
Fragmentation Again --
Respecting Your Investment --
Chapter 33. E(vil) Mail --
In Days of Yore --
Corporate Spam --
What Does "FYI" Even Mean? --
Is This an Open Organization or a Commune? --
Repeal Passive Consent --
Building a Spam-less Self-Coordinating Organization --
Chapter 34. Making Change Possible --
And Now, a Few Words from Another Famous Consultant --
That's a Swell Idea, Boss. HI Get Right on It --
A Better Model of Change --
Safety First --
Chapter 35. Organizational Learning --
Experience and Learning --
A Redesign Example --
The Key Question About Organizational Learning --
The Management Team --
Danger in the White Space --
Chapter 36. The Making of Community --
Digression on Corporate Politics --
Why It Matters --
Pulling Off the Magic --
Part VI. It's Supposed to Be Fun to Work Here --
Chapter 37. Chaos and Order --
Progress Is Our Most Important Problem --
Pilot Projects --
War Games --
Brainstorming --
Training, Trips, Conferences, Celebrations, and Retreats --
Chapter 38. Free Electrons --
The Cottage-Industry Phenomenon --
Fellows, Gurus, and Intrapreneurs --
No Parental Guidance --
Chapter 39. Holgar Dansk --
But Why Me? --
The Sleeping Giant --
Waking Up Holgar --
Index.
Responsibility: Tom DeMarco, Timothy Lister.

Abstract:

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. 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.

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