Peopleware: Productive Projects and Teams, 2nd Edition View Larger Image | Tom DeMarco, Timothy Lister
Dorset House Publishing Company, Paperback, 2nd edition, Published February 1999, 245 pages, ISBN 0932633439 | List Price: $33.95
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Two of the computer industry's best-selling authors and lecturers return with
a new edition of the software management book that started a revolution.
With humor and wisdom drawn from years of management and consulting experience,
DeMarco and Lister demonstrate that the major issues of software development
are human, not technical—and that managers ignore them at their peril.
Now, with a new Preface and eight new chapters—expanding the original
edition by one third—the authors enlarge upon their previous ideas and
add fresh insights, examples, and anecdotes.
Discover dozens of helpful tips on
- putting more quality into a product
- loosening up formal methodologies
- fighting corporate entropy
- making it acceptable to be uninterruptible
Peopleware shows you how to cultivate teams that are healthy and productive.
The answers aren't easy—just incredibly successful.
Reviews
"DeMarco and Lister are very well known for their classic, Peopleware,
which should be mandatory reading for software managers, project managers, product
marketing managers—in fact, anyone involved in the decision-making process
for funding software projects."
—Beth Benoit
The Rational Edge
"The best software/management book I have ever read. Being a new project
manager, some aspects of the book were a real eye-opener and others were just
common sense, but I was so glad to read them to give me confidence that what
I was doing was right. There are also some great examples of how not to manage
a project, things I have seen far too often from managers."
—Simon Fry,
Project Manager, Tenix Defence
"This book was one of the most influential books I've ever read. The best
way to describe it would be as an Anti-Dilbert Manifesto. Ever wonder why everybody
at Microsoft gets their own office, with walls and a door that shuts? It's in
there. Why do managers give so much leeway to their teams to get things done?
That's in there too. Why are there so many jelled SWAT teams at Microsoft that
are remarkably productive? Mainly because Bill Gates has built a company full
of managers who read Peopleware. I can't recommend this book highly enough.
It is the one thing every software manager needs to read... not just once, but
once a year."
—Joel Spolsky,
Founder, Fog Creek Software
Joel on Software
"This classic must-have book exposes fallacies of software management
folklore. Tom and Tim explain how productivity and teamwork really happen. Peopleware
is an enjoyable read, written with a balance of wisdom and humor."
—Eileen and Wayne Strider,
Software Testing and Quality Engineering
"If you hire people for their brains, you can't treat them like modular
components and expect an able, creative crew to emerge. That's the basic message
in Peopleware. . . . fun to read because the authors illustrate their analyses
and solutions with war stories drawn from their consulting experience. But this
well-researched book is also persuasive because its advice is backed up by firm
scholarship."
—PC World
". . . the authors buttress their assertions with empirical data collected
from studies involving some 900 programmers and analysts. . . . All of the chapters
contain insights and novel approaches that will make readers and managers look
at important issues from a new vantage point. . . . Its messages are important,
and the book deserves a place on the shelf of every software manager and every
software management consultant."
—T. Capers Jones
CASE Outlook
"Lister and [DeMarco] savagely destroy a sizeable chunk of received wisdom,
using by turns well-picked example, epigramatic darts, careful reasoning and
even data. . . . even if you disagree with what DeMarco and Lister say, you
will enjoy how they say it, and you will go away thinking. Get the book and
read it. Then give it to your manager. Or, if you dare, your subordinates."
—Alan Campbell
Computing, London
Table of Contents
MANAGING THE HUMAN RESOURCE
Somewhere Today, a Project Is Failing
Make a Cheeseburger, Sell a Cheeseburger
Quality—If Time Permits
Laetrile
THE OFFICE ENVIRONMENT
The Furniture Police
"You Never Get Anything Done Around Here Between 9 and 5"
Saving Money on Space
Bring Back the Door
Taking Umbrella Steps
THE RIGHT PEOPLE
Hiring a Juggler
Happy to Be Here
The Self-Healing System
GROWING PRODUCTIVE TEAMS
Teamicide
A Spaghetti Dinner
Open Kimono
Chemistry for Team Formation
IT'S SUPPOSED TO BE FUN TO WORK HERE
Free Electrons
Holgar Dansk
Introducing Part VI: Son of Peopleware
CHAPTER 27 Teamicide Revisited
Those Damn Posters and Plaques
Overtime: An Unanticipated Side Effect
CHAPTER 28 Competition
Consider an Analogy
Does it Matter? The Importance of Coaching
Teamicide Re-revisited
Mixing Metaphors
CHAPTER 29 Process Improvement Programs
A Short History
The Paradox of Process Improvement Programs
It's About the Benefit, Stupid
A New Indoor/Outdoor World Record
Process Improvement: Is It Turning Us to the Dark Side?
The Great Process Improvement Contradiction
CHAPTER 30 Making Change Possible
And Now, a Few Words From Another Famous Systems Consultant. . .
That's a Swell Idea, Boss. I'll Get Right On It.
Safety First
CHAPTER 31 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
CHAPTER 32 Organizational Learning
Experience and Learning
Redesign Example
The Key Question About Organizational Learning
The Management Team
Danger in the White Space
CHAPTER 33 The Ultimate Management Sin Is . . .
For Instance
Status Meetings Are About Status
Early Overstaffing
Fragmentation Again
Respecting Your Investment
CHAPTER 34 The Making of Community
Digression on Corporate Politics
Why It Matters
Pulling Off the Magic
About the Authors
TOM DeMARCO is a principal of the Atlantic Systems Guild, a computer
systems think tank with offices in the U.S. and Great Britain. He was the winner
of the 1986 Warnier Prize for "lifetime contribution to the field of computing."
His most recent work is an expanded, second edition of the classic Peopleware:
Productive Projects and Teams. In the summer of 1997, Dorset House published
his award-winning The Deadline: A Novel About Project Management. It is the
story of a veteran software manager who bets his life on a delivery date.
Mr. DeMarco's book of essays, published in 1995, is entitled Why Does Software
Cost So Much? (And Other Puzzles of the Information Age), also from Dorset House.
His prior works include more than one hundred articles and papers about management
and the system development process. In 1990, he served with Tim Lister as co-editors
of Software State-of-the-Art: Selected Papers (with Timothy Lister)
Mr. DeMarco's career began at Bell Telephone Laboratories where he served as
part of the now-legendary ESS-1 project. In later years, he managed real-time
projects for La CEGOS Informatique in France, and was responsible for distributed
on-line banking systems installed in Sweden, Holland, France and Finland. He
has lectured and consulted throughout the Americas, Europe, Africa, Australia
and the Far East.
Mr. DeMarco has a BSEE degree from Cornell University, an M.S. from Columbia
University and a diplome from the University of Paris at the Sorbonne. In his
spare time, he is an Emergency Medical Technician, certified by his home state
and by the National Registry of EMTs, and a founding member of The Penobscot
Compact, a business-education partnership operating under the auspices of the
Maine State Aspirations Program. He makes his home in Camden, Maine.
TIMOTHY LISTER is a principal of the Atlantic Systems Guild
and author of two best-selling Dorset House books (the new second edition of
Peopleware: Productive Projects and Teams and Software State-of-the-Art: Selected
Papers, with Tom DeMarco) and a ground-breaking training video (Productive Teams:
A Video, with Tom DeMarco).
Based in Manhattan, Tim divides his time between consulting, teaching, and
writing, mostly in the area of risk management for software organizations and
projects. Lister also negotiates software disputes for the American Arbitration
Association and participates on the Airlie Council of the DoD's Software Program
Manager's Network.
Customer Reviews
Customer Reviews: 1 Average Customer Rating: Nov 24, 2004 Gary from Roanoke, Virginia, USA
On everybody's list of Software Development Classics
This book is a well-known classic and a companion to every frustrated software engineer and manager. From failed projects to disfunctional teams to corporate policies that prevent sucesss, DeMarco has seen it all, and he has a way of making sense of the corporate madness. His well-researched examples show how the basic problems in the IT world are about people, their needs, and their insecurities.
If you are ready to improve your IT working environment, you will find the guidance and inspiration you need in this book.
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