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Peopleware : Productive Projects and Teams download epub

by Tom Demarco,Timothy Lister


Epub Book: 1109 kb. | Fb2 Book: 1623 kb.

Tom DeMarco and Timothy Lister are principals of the Atlantic Systems Guild, a consulting firm specializing . Timothy Lister divides his time among consulting, teaching, and writing.

Tom DeMarco and Timothy Lister are principals of the Atlantic Systems Guild, a consulting firm specializing in the complex processes of system building, with particular emphasis on the human dimension. Based in Manhattan, Tim is coauthor, with Tom, of Waltzing With Bears: Managing Risk on Software Projects (Dorset House Publishing C. In. 2003), and of Adrenaline Junkies and Template Zombies: Understanding Patterns of Project Behavior (Dorset House Publishing C. 2008), written with four other principals of the Atlantic Systems Guild.

by Tom DeMarco & Tim Lister. The butterfly counts not months but moments, and has time enough. ― Rabindranath Tagore. Genius Foods: Become Smarter, Happier, and More Productive While Protecting Your Brain for Life. 62 MB·123,702 Downloads·New! Genius Foods - Max Lugavere. pdf Genius Foods Max Lugavere.

Peopleware: Productive Projects and Teams is a 1987 book on the social side of software development, specifically managing project teams. It was written by software consultants Tom DeMarco and Tim Lister, from their experience in the world of software development. This book was revised in 2013. Peopleware is a popular book about software organization management. The first chapter of the book claims, "The major problems of our work are not so much technological as sociological in nature".

Read this book using Google Play Books app on your PC, android, iOS devices. Frederick P. Brooks, J. 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.

Productive Projects and Teams 2nd ed. Tom DeMarco. Peopleware : productive projects and teams, Tom DeMarco & Timothy. Dorset House Publishing Co. 353 West 12th Street New York, NY 10014. Tom.

Few books in computing have had as profound an influence on software management as Peopleware Peopleware is the one book that everyone who runs a software team needs to read and reread once a year.

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. This is the only way we're going to make more humane, productive workplaces.

Start by marking Peopleware: Productive Projects and Teams as Want to Read: Want to Read savin. ant to Read.

DeMarco and Lister advocate private offices and windows. Nothing on dealind with the people doing the work

DeMarco and Lister advocate private offices and windows. They advocate creating teams with aligned goals and limited non-team work. They advocate managers finding good staff and putting their fate in the hands of those staff. Nothing on dealind with the people doing the work. Peopleware is the first book I've seen that's focused on the human dynamic as THE critical componment of project success.

Demarco and Lister demonstrate that the major issues of software development are human, not technical. Their answers aren't easy-just incredibly successful. Скачать (pdf, . 7 Mb).

Productive Projects and Teams. By Tom DeMarco and Timothy Lister. Tom DeMarco is a software engineer and software company consultant as well as the author of several books on the subject of project management and software development. Who is it for? About the author. Timothy Lister is a software engineer specializing in risk management as well as the human aspects of technological work, and has published a number of books on his areas of expertise.

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Comments: (7)

Nnulam
This book expends too much effort to make a case that IT professionals are deprived of appropriate facilities if they don't have cubicles with 100 sq ft of floor space and floor-to-ceiling walls with a door. FWIW I survived quite well for many years as a Software Engineer with half that amount of floor space with five-foot walls and no door. I felt confortable and the outside noise was minimal. Also, I was able to stand up and see the daylight any time that I wanted.
thrust
"The major problems of systems work are not so much technological as sociological" is a great premise for a book. However I didn't find the book itself that great. For the most part the book can be seen as a criticism of oppressive heartless control-freak management. Fortunately I've been spared of working with such managers and that management style doesn't look that widespread after a decade of Agile hype. Maybe it was topical when the first edition was written, but now it seems outdated.
While the book breaches many different topics like motivation, team formation, workspace and so on and have some interesting idea in general it seems too superficial and sometimes even harmful (see examples below).
he major point that hammered all through the book is "Remove impediments and let the team work on its own." It's a good one-line advice. However by concentrating on this idea the book seems to implicitly assume that all developers are great professionals who are socially adept and have considerable experience in the industry and can just work everything out by themselves. Which looks too simplistic and optimistic.

Overall the book may be recommended to managers and team leads as a text about rarely discussed subjects, but I would take it with a big grain of salt. And I wouldn't recommend it to an inexperienced developers since it's too easy to get some wrong ideas from it.

Some examples of "stuff I didn't like":
- As an example of great team the authors talk about a team of testers that "begin to cultivate and image of destroyers. ... The worse they made you feel, the more they enjoyed it. ... They took to cackling horribly whenever a program failed ..." and so on. All these are presented as a unique culture which made the team tighter and more effective. While the description is tongue-in-cheek (at least I hope so) it certainly isn't a clever idea to present a socially offensive team as a sole example of a great team in a book concerning sociology.
- The book cite some statistics, but analyze it in not-so-scientific way. It doesn't even mention isolation of factors (i.e. that statistics aren't contaminated by some unaccounted factors) and treats correlation as causality. For example from the fact that teams where estimations are done by system analysts are in general slightly more productive than teams with estimations made by developers it concludes that SAs do better estimates and better estimates make developers more motivated. The other explanation which authors ignore would be that the teams with SAs estimates are more effective because they simply do have SAs.
- The book talk about quality as if it a scalar value. It stresses several times that lowering quality standard demotivates the team. However it doesn't try to go even a bit deeper and discuss that there are different aspects of quality and that it's important to have a relevant common vision on quality for a team.
Fecage
This is a must-read for every professional software engineer, even if you don't have aspirations to become an engineering manager. This book will help you understand the mindset of typical business bureaucrats and teach you how to present your ideas to these types of people so that you can get the tools (and time) you need to do your job right. If you do want to become an engineering manager, the book will also show you how to protect your developers from unnecessary distractions and how to retain developers who could get a high-paying job anywhere they like.

The world of software development is becoming increasingly more important as computer technology improves and we desperately need better software engineers. Don't let yourself become a 'hack,' sitting in meetings all day and never writing a single line of code; free yourself from distractions, achieve your programming 'flow' and make the software engineering world a better place by reading this book!
Rude
Providing an overall rating for this book was extremely difficult, and writing this book review was not an easy task. This difficulty is due to the nature of "Peopleware". This DeMarco work enjoys what appears to be a solid 5-star rating, and to some degree this is a very reasonable collective assessment. Without discussing at length all of the reasons I think this book should instead be assigned less than 5-stars, I think my reasons fall into two categories: (1) the original work was penned in 1987, and due to the industry pervasiveness of many of the ideas presented by the authors, a lot of the material can no longer be considered extraordinary, and (2) the cohesiveness of each chapter and the flow from chapter to chapter is less than optimal - in other words, it is a bit choppy. Now I realize that there exist many in the software industry that can gain great strides in their respective workplaces by reading this book and understanding how best to apply the provided advice, which is why I give this work 4-stars rather than 3-stars, but I must say that I was just disappointed by all the hype about this book, from a year-2007 perspective. And simple math obviously will conclude that 20 years have passed since the original publication. The 8 new chapters added by the authors in 1999 really do not communicate many ground-shaking ideas. In my opinion, Chapter 33 is the only one of these new chapters that personally provided me any insight. And the premise of this lone chapter is simply that "the ultimate management sin is wasting people's time". The simplistic line graphs that accompany this chapter provide some substance to the discussion about project staffing, but again this chapter still seems to be geared toward individuals who do not bother to keep up with the insight shared in industry periodicals. Despite all of these drawbacks, however, there are some strong areas of the book that are worth reading by all software industry professionals. These strong areas are more comparable to the content of timeless classics like "The Mythical Man Month", "Waltzing with Bears" (also by DeMarco and Lister), or "Death March" (see my reviews for all of these books), and are worth reading even if just to provide discussion starters within your organization. These chapters include "Vienna Waits for You" on working smarter and project deadline pressures, "Quality-if Time Permits" where the authors state that "Quality, far beyond that required by the end user, is a means to higher productivity", "Parkinson's Law Revisited" on estimations and productivity, "You Never Get Anything Done Around Here Between 9 and 5", "Brain Time Versus Body Time" on understanding the work day of a technology worker, "The Self-Healing System" on process, and "Teamicide" and "Open Kimono" on team jell. Realize that there are 34 chapters in this book. The bottom line is that this book on productive projects and teams, targeted at a software industry audience - although perhaps not overly impressive from a holistic perspective - is still heartily recommended.
Peopleware : Productive Projects and Teams download epub
Management & Leadership
Author: Tom Demarco,Timothy Lister
ISBN: 0932633056
Category: Business & Money
Subcategory: Management & Leadership
Language: English
Publisher: NY: Dorset House Publishing; 1st edition (November 1987)
Pages: 188 pages