Peopleware: Productive Projects and Teams 3rd Edition
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|Hire, Motivate, and Mentor a Software Development Team that Functions at the Highest Level||Rules, Tools, and Insights for Managing Software People and Teams||Productive Projects and Teams||The Most Influential Book on Software Project Management|
|Description||In this video training, Mickey and Ron explain what makes managing programmers uniquely challenging, and then provide lessons and tools to hire and manage on-board new programmers successfully, manage and motivate programmers, manage bosses and peers, manage yourself, develop a successful programming culture, and deliver results successfully.||Drawing on their software development and management experience, and highlighting the insights and wisdom of other successful managers, Mantle and Lichty provide the rules, tools, and insights you need to manage and understand people and teams in order to deliver software successfully and avoid projects that have run catastrophically over schedule and budget.||The unique insight of this longtime bestseller 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.||With a blend of software engineering facts and thought-provoking opinions, Fred Brooks offers insight for anyone managing complex projects.|
|Endorsement||"It covers all the essential points a development manager should pay attention to. It will put anyone who wishes on a solid carreer track and make their teams happy teams. Experienced programming managers will be able to closely relate to many of the points and perhaps also disvover areas they may have neglected." — Raimundstrauck, Safari Reviewer.||“Their rules of thumb and coaching advice are great blueprints for new and experienced software engineering managers alike.” —Tom Conrad, CTO, Pandora.||“'Peopleware' has long been one of my two favorite books on software engineering...Their premise is right: most software project problems are sociological, not technological. The insights on team jelling and work environment have changed my thinking and teaching.” — Frederick P. Brooks, Jr., Author of 'The Mythical Man-Month'.||"When Microsoft started growing seriously in the 1980s, everybody there had read The Mythical Man-Month, one of the classics of software management. (If you haven't read it, I highly recommend it.) The main point of that book was that when you add more programmers to a late project, it gets even later. " — Joel Spolsky, Joel on Software and co-founder of Stack Overflow.|
|About the Author(s)||Mickey W. Mantle and Ron Lichty's software careers have spanned system software, multimedia, interface development, shrink-wrapped products, software-as-a-service, embedded devices, IT, Internet applications, professional services, and data warehousing and analytics, but they have seldom found the problems that plague software development to be domain or channel specific.||Mickey W. Mantle has directed R&D teams around the world and managed multidisciplinary teams working 24/7 to deliver successful products. With experience in selecting, establishing, and managing offshore development organizations in India, Russia, Canada, and Japan, he brings insight into the challenges of managing software development using diverse staff and teams that are hours and oceans apart. Ron Lichty has been developing software for 30 years. In consulting engagements in America and Europe, he has helped development groups overcome roadblocks, untangle organizational knots, and become more productive.||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. Together, they have lectured, written, and consulted internationally since 1979 on management, estimating, productivity, and corporate culture.||Frederick Phillips Brooks, Jr. is a computer architect, software engineer, and computer scientist. He is best known as the "father of the IBM System/360", having served as project manager for its development and later as manager of the Operating System/360 software project during its design phase. For this work he, Bob Evans, and Erick Block were awarded and received a National Medal of Technology in 1985.|
About the Author
Tom DeMarco and Timothy Lister are principals of the Atlantic Systems Guild (www.systemsguild.com), a consulting firm specializing in the complex processes of system building, with particular emphasis on the human dimension. Together, they have lectured, written, and consulted internationally since 1979 on management, estimating, productivity, and corporate culture.
Tom DeMarco is the author or coauthor of nine books on subjects ranging from development methods to organizational function and dysfunction, as well as two novels and a book of short stories. His consulting practice focuses primarily on expert witness work, balanced against the occasional project and team consulting assignment. Currently enjoying his third year teaching ethics at the University of Maine, he lives in nearby Camden.
Timothy Lister divides his time among consulting, teaching, and writing. Based in Manhattan, Tim is coauthor, with Tom, of Waltzing With Bears: Managing Risk on Software Projects (Dorset House Publishing Co., Inc., 2003), and of Adrenaline Junkies and Template Zombies: Understanding Patterns of Project Behavior (Dorset House Publishing Co., Inc., 2008), written with four other principals of the Atlantic Systems Guild. He is a member of the IEEE, the ACM, and the Cutter IT Trends Council, and is a Cutter Fellow.
- Item Weight : 12.1 ounces
- Paperback : 272 pages
- ISBN-10 : 0321934113
- ISBN-13 : 978-0321934116
- Product Dimensions : 6.15 x 0.7 x 9.05 inches
- Publisher : Addison-Wesley Professional; 3rd Edition (June 18, 2013)
- Language: : English
- Best Sellers Rank: #166,546 in Books (See Top 100 in Books)
- Customer Reviews:
Top reviews from the United States
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The authors have written “Peopleware” basing on their vast consulting experience for software firms, as well as their experiments and survey-based research. The book’s title signifies the importance of employees; the prevalent message is that most of problems in software projects are not related to technology, but relations between people. Bad atmosphere, working overtime, context switching - these are much more likely to make a project miss its deadline than tools and technologies used by the team. A considerable portion of text is focusing on bad practices, found in many corporations and oftentimes excused as “necessary evil” or “politics”. Chapters are short, with examples from many companies (negative stories are anonymous). In its form, the book is a series of meaningful essays, written in informal, humorous way.
It is absolutely worth mentioning, that this title is *not* about methodologies of project management, nor project performance or software tools. They are downplayed on purpose; in industries which demand creativity, people are most important. As the authors are focused on human aspects (thinking, emotions, psychology, interactions), “Peopleware” will always be relevant. The first edition was published in 1987, I am confident that it did not require much revision since then.
My favourite chapter is on team creation - there is no golden rule which guarantees that a team will perform better than sum of its parts, however there are numerous surefire ways to make it perform worse. The positive examples are revolving around motivated people, aligned with general goals of their companies, then let loose on finding solutions on their own. Managers are supposed to be obstacle removers, not dictators.
If companies were adhering to postulated recommendations, many, many people would be able to say that their work is pleasure. Please read it, then put it on your manager’s desk :)
Really needs a serious update.
Plus, for me, as a 30+ year software veteran, it is depressing. We knew all this information 30 years ago, but so little has changed. When I read this book I was in a 10'x12' office with walls and a door. Now, I'm in a 6'x6' cubicle. All it reinforced to me is that corporations don't care about people or engineer productivity. All they care about is this quarter's bottom line. They argue that the furniture police say cubes are just as productive as offices. I've never heard that argument. All I ever hear is that cubes are cheaper than offices. The furniture police don't care about productivity, because they are not measured on that. They are measured on cost savings on facility space. As long as that's a larger consideration than engineer productivity, we will never win this battle.
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!
Overall the book is very approachable and an easy and refreshing read. Also I like the fact it has short straight-to-the-point chapters which makes the reader quickly get the message and make it a true pleasure to read.
All in all, the essays in this book certainly brought to mind my current and past work places - things that were positive and things that were negative.
All in all, I have some take always from this book!
Top reviews from other countries
As a book for modern management techniques it's dated, but to pick up some great examples and see the beginning of agile thinking this book is fascinating, and it will leave you wondering why so many good lessons still haven't been hammered home in many organisations.
I won't give a summary of it so I won't spoil you the pleasure of reading this, because it IS a pleasure. The book is extremely well written, short and to the point. If I was allowed only one management book, it would be this one!
I have been a software developer for almost 30 years and have witnessed first hand so many "failures" (or so called "successes" that should have been labelled failures) that it is so refreshing to see that it does not have to be so complicated.
This should be mandatory read to anyone managing software projects.
It does not take long to read and would have improved so much most projects I participated in.
Well worth the time and money
I would have given 5 stars if author has structured this book in a way that content related to most of working environments covered first to keep you wanting to read the book. Otherwise, it is a 5 star book.