Customer Reviews

Peopleware : Productive Projects and Teams

5 star:		(10)
4 star:		(1)
3 star:		(0)
2 star:		(0)
1 star:		(0)

 

 

This book is written by consultants for managers, rather than by programmers for programmers, but is a good read nonetheless. De Marco and Lister are definitely suits, but have clearly seen a lot of software projects succeed and fail. The best bit of the book is their statement that, while they can't make up a list of things that guarantee success, it's easy to make a list of things that will guarantee failure (and it's a rare project that doesn't score at least 50% against that list). It's small enough to be read in a single cross-country flight, and they write well enough to make that reading enjoyable.

I recommend this book to anyone involved in software development, office design, or management of knowledge workers. A very easy read for both techies and non-techies alike. Programmers and engineers will be nodding their heads in agreement. One of the few books that deals with work-space and the impact it has on productivity (statistics are included). It also deals with the management of skills within the software development group, with approaches to handling the varied skills found in the team. Give it to your boss, your CEO, your CIO, and your technical staff.

Peopleware, by DeMarco and Lister is an extremely eye opening book. It captures the quirky problems of every development team in every organization. It is a book written for team leaders and project managers by long-time consultants that have seen it all. It was amazing to hear them speak to many things that I can relate to within my own organization. I found myself nodding and laughing along at many of the problems that I have faced in the past, and it made me feel not so alone in my struggles and endeavors.

It's hard to find at Amazon a book rated with deserved 5-stars. Even harder if it's got a good review by Joel Spolsky. Peopleware is one of them.Simple language, short chapters with plain ideas inside and a touch of psychology, altogether produces a confusing feeling. It seems as if the book tells you nothing you didn't already know but there is where its power lies: you end up thinking that you could have written this book.

I've got the second edition which is splitted in six parts. The first one, it's a general and enjoyable review of what the hell managing people is and why it's so hard. After that, we're explained how our noisy office environment sometimes makes our productivity plummet. Don't worry! Low-cost solutions are also included. Next two chapters are both about people: how to hire the best and how to bring them up within productive jelled teams. Watch out, you must keep teamicide away from teams. It also talks us about CMM and what it calls "The Big M's", explaining its influence over creativity.Last but not least, this second edition adds several chapters dedicated to topics like chaos control, organization learning, process improvement...all of them from the corporation-level perspective.

All that stuff just to conclude that people is the most valuable resource in any organization. This book doesn't taste like one of those stale books about business emotional intelligence ...it just shows plain concepts and applicable daily ideas. What turns this outstanding book into a classic is that its principles can be applied to almost any project or business (related to IT or not). My piece of advice would be "if you manage people, read this as soon as possible".

So...bosses, Peopleware is waiting for you!

This is an entertaining as well as insightful book on software productivity. The use of the "programming wars" to provide actual data on the effect of the environment was particularly interesting. It's too bad more software managers don't heed the advice in this book.

This book is very good. This book points out the obvious pitfalls that are in place in many of the workplace environments today. I highly recommend the book for those who have a sincere interest in seeking to change the normal corporate mentality that permeates most workplaces today. This book is very practical but yet sound in it's foundation and findings. This should be required reading for all of those involved in facilities planning and related decisions. A must read book for all who are involved in the workplace and especially those starting a new business!

In a fairly short book, the authors manage to touch all the important issues that prevent people from doing their best. One of the "findings" of the book is that people should enjoy their job and the environment (other people and the physical aspects) to be productive. This seems to be forgotten in some places.
If you notice that several of the problems mentioned by the author are in your organization, do not despair. You are not alone. Keep on reading and watch out for the suggestions they give. Some of them are simple and can be implemented right away. Some other suggestions require more time (and influence), but are long lasting.
Particularly interesting (for a programmer) is their study that shows a 10 to 1 performance difference between the best and the worst programmer. That is not all: this ratio is also true for organizations, so (they say) good people are attracted by good organizations (the opposite is also true: bad people are...).
Get the book are prepare yourself to have it stolen by some co-worker.
P.S.: It did not get a 10 because a few suggestions are too simplistic.

This book belongs on every manager's shelf. DeMarco makes sense, with clear, easy to understand, entertaining writing. He doesn't waste your time. It's all good stuff.

The title says it all: the primary problems in software development are socialogical and not technological. It's fun to read it, too.

This is one of the best management books I've read; written in a software development context, but its principles can apply to any of the more "thought-oriented" professions. The book has also started me on some interesting reading tangents, based on some of the sources. I recommend this book to anyone who is interested in success, whether they happen to be managers or not.