Peopleware: Productive Projects and Teams

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Автор:Tom DeMarco, Timothy Lister

Название: Peopleware: Productive Projects and Teams

Издательство: Addison-Wesley

Год: 2013

Формат: pdf

Размер: 1.9 Mb

Язык: English

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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.

Оглавление

Preface

About the Authors

Part I: Managing the Human Resource

1. Somewhere Today, a Project Is Failing

The Name of the Game

The High-Tech Illusion

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

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

4. Quality—If Time Permits

The Flight from Excellence

Quality Is Free, But . . .

Power of Veto

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

6. Laetrile

Lose Fat While Sleeping

The Seven Sirens

This Is Management

Part II: The Office Environment

7. The Furniture Police

The Police Mentality

The Uniform Plastic Basement

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?

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

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

11. The Telephone

Visit to an Alternate Reality

Tales from the Crypt

A Modified Telephone Ethic

Incompatible Multitasking

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

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

14. The Hornblower Factor

Born versus Made

The Uniform Plastic Person

Standard Dress

Code Word: Professional

Corporate Entropy

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

16. Hiring a Juggler

The Portfolio

Aptitude Tests (Erghhhh)

Holding an Audition

17. Playing Well with Others

First, the Benefits

Food Magic

Yes, But . . .

18. Childhood’s End

Technology—and Its Opposite

Continuous Partial Attention

Articulate the Contract

Yesterday’s Killer App

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

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

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

22. The Black Team

The Stuff of Which Legends Are Made

Pitiful Earthlings, What Can Save You Now?

Footnote

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

24. Teamicide Revisited

Those Damn Posters and Plaques

Overtime: An Unanticipated Side Effect

25. Competition

Consider an Analogy

Does It Matter? The Importance of Coaching

Teamicide Re-revisited

Mixing Metaphors

26. A Spaghetti Dinner

Team Effects Beginning to Happen

What’s Been Going On Here?

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?

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

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

30. Dancing with Risk

Not Running Away from Risk

The One Risk We Almost Never Manage

Why Nonperformance Risks Often Don’t Get Managed

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

32. The Ultimate Management Sin Is . . .

For Instance

Status Meetings Are About Status

Early Overstaffing

Fragmentation Again

Respecting Your Investment

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

34. Making Change Possible

And Now, a Few Words from Another Famous Consultant

That’s a Swell Idea, Boss. I’ll Get Right on It.

A Better Model of Change

Safety First

35. Organizational Learning

Experience and Learning

A Redesign Example

The Key Question About Organizational Learning

The Management Team

Danger in the White Space

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

37. Chaos and Order

Progress Is Our Most Important Problem

Pilot Projects

War Games

Brainstorming

Training, Trips, Conferences, Celebrations, and Retreats

38. Free Electrons

The Cottage-Industry Phenomenon

Fellows, Gurus, and Intrapreneurs

No Parental Guidance

39. Holgar Dansk

But Why Me?

The Sleeping Giant

Waking Up Holgar