Peopleware Productive Projects and Teams

ISBN-10: 0321934113

ISBN-13: 9780321934116

Edition: 3rd 2013

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For generations of software managers and team members who want their projects to succeed, Peopleware has earned a place on the short list of indispensable reading. Authors Tom DeMarco and Timothy Lister were the first to recognize the centrality of managing human beings in the software development process -- and to offer profound insights into doing that well. Software legend Joel Spolsky described this book as the “ Anti-Dilbert Manifesto”: it combines humor and wisdom to give practical advice that every software manager and developer can benefit from. Now, for the first time in 13 years, DeMarco and Lister have updated this legendary classic. In addition to thoughtful updates and reorganization wherever necessary, they’ve added seven valuable new chapters on today’s most important challenges in software project management. Reflecting lengthy personal experience and deep wisdom, DeMarco and Lister bring new insights to:LeadershipManaging generational differencesCoordinating distributed teamsLeading diverse TeamsManaging riskRunning more effective meetingsUsing email more effectively
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Book details

List price: $39.99
Edition: 3rd
Copyright year: 2013
Publisher: Addison Wesley Professional
Publication date: 6/18/2013
Binding: Paperback
Pages: 272
Size: 6.25" wide x 9.00" long x 0.75" tall
Weight: 1.056
Language: English

About the Authors
Managing the Human Resource
Somewhere Today, a Project Is Failing
The Name of the Game
The High-Tech Illusion
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
Vienna Waits for You
Spanish Theory Management
And Now a Word from the Home Front
There Ain't No Such Thing as Overtime
Productivity: Winning Battles and Losing Wars
Quality-If Time Permits
The Flight from Excellence
Quality Is Free, But…
Power of Veto
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
Lose Fat While Sleeping
The Seven Sirens
This Is Management
The Office Environment
The Furniture Police
The Police Mentality
The Uniform Plastic Basement
"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?
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
Brain Time versus Body Time
An Endless State of No-Flow
Time Accounting Based on Flow
The E-Factor
A Garden of Bandannas
Thinking on the Job
The Telephone
Visit to an Alternate Reality
Tales from the Crypt
A Modified Telephone Ethic
Incompatible Multitasking
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
Taking Umbrella Steps
Alexander's Concept of Organic Order
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
The Right People
The Hornblower Factor
Born versus Made
The Uniform Plastic Person
Standard Dress
Code Word: Professional
Corporate Entropy
Let's Talk about Leadership
Leadership as a Work-Extraction Mechanism
Leadership as a Service
Leadership and Innovation
Leadership: The Talk and the Do
Hiring a Juggler
The Portfolio
Aptitude Tests (Erghhhh)
Holding an Audition
Playing Well with Others
First, the Benefits
Food Magic
Yes, But…
Childhood's End
Technology-and Its Opposite
Continuous Partial Attention
Articulate the Contract
Yesterday's Killer App
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
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
Growing Productive Teams
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
The Black Team
The Stuff of Which Legends Are Made
Pitiful Earthlings, What Can Save You Now?
Defensive Management
Physical Separation
Fragmentation of Time
The Quality-Reduced Product
Phony Deadlines
Clique Control
Once More Over the Same Depressing Ground
Teamicide Revisited
Those Damn Posters and Plaques
Overtime: An Unanticipated Side Effect
Consider an Analogy
Does It Matter? The Importance of Coaching
Teamicide Re-revisited
Mixing Metaphors
A Spaghetti Dinner
Team Effects Beginning to Happen
What's Been Going On Here?
Open Kimono
Calling In Well
The Getaway Ploy
There Are Rules and We Do Break Them
Chickens with Lips
Who's in Charge Here?
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
Fertile Soil
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
Dancing with Risk
Not Running Away from Risk
The One Risk We Almost Never Manage
Why Nonperformance Risks Often Don't Get Managed
Meetings, Monologues, and Conversations
The "Technologically Enhanced" Meeting
Stand-Up Meetings
Basic Meeting Hygiene
Too Many People
Open-Space Networking
Prescription for Curing a Meeting-Addicted Organization
The Ultimate Management Sin Is …
For Instance
Status Meetings Are About Status
Early Overstaffing
Fragmentation Again
Respecting Your Investment
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
Making Change Possible
And Now, a Few Words from Another Famous Consultant
That's a Swell Idea, Boss. HI Get Right on It
A Better Model of Change
Safety First
Organizational Learning
Experience and Learning
A Redesign Example
The Key Question About Organizational Learning
The Management Team
Danger in the White Space
The Making of Community
Digression on Corporate Politics
Why It Matters
Pulling Off the Magic
It's Supposed to Be Fun to Work Here
Chaos and Order
Progress Is Our Most Important Problem
Pilot Projects
War Games
Training, Trips, Conferences, Celebrations, and Retreats
Free Electrons
The Cottage-Industry Phenomenon
Fellows, Gurus, and Intrapreneurs
No Parental Guidance
Holgar Dansk
But Why Me?
The Sleeping Giant
Waking Up Holgar
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