- Paperback: 272 pages
- Publisher: Addison-Wesley Professional; 3 edition (June 28, 2013)
- Language: English
- ISBN-10: 0321934113
- ISBN-13: 978-0321934116
- Product Dimensions: 6.1 x 0.8 x 9.1 inches
- Shipping Weight: 11.2 ounces (View shipping rates and policies)
- Average Customer Review: 195 customer reviews
- Amazon Best Sellers Rank: #33,491 in Books (See Top 100 in Books)
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Peopleware: Productive Projects and Teams (3rd Edition) 3rd Edition
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From the Publisher
|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.
Top customer reviews
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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!
This book should be read by all those working in the software industry or intends to. Regardless of the job (software engineer , QA engineer , lead , manager, etc.), this book is full of wisdom and experience that applies to any work environment that everyone must know.
Undoubtedly, it can be classified as a classic. This is in the top-10 books that everyone who has a job related to software development should read.
The only downside is that I hoped that this edition include more analysis and ideas after the big agile movement in the last decade. There are some comments but not a rich analysis. This edition is only a very small upgrade to the great classic.
A new book that is emerging as a great complement candidate to this classic is "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams". I have not finished reading it, but so far looks promising.
If I was a manager at a typical and mediocre corporation, I would not recommend this book too much-- it is hell fighting against corporate culture. However if you work for the best or you are starting a business and want to be the best, this book is extremely important. (If you are a manager working at a mediocre corporation, start your own business or get hired by a better company after you read this book!)
The main premise of the book is that people matter more than management or technology. Any business leader worth his salt knows these two points, yet most managers or leaders ignore them. This book helps give form to the ideals and specific guidance to get there. It is well recommended to everyone who manages software projects.
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.