Peopleware: Productive Projects and Teams, 3/E (Paperback)

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.

In this classic book, the authors demonstrate the major human - not technical - issues of software development and give challenging, but successful answers to the questions of software managers and developers. 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. 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.

Features

• The legendary “anti-Dilbert” book on managing software projects by focusing on people - now fully updated for today’s projects and methodologies
• Combines humor and wisdom to deliver timeless, practical advice every software manager and developer can use
• Updated and reorganized, with seven brand-new chapters
• Now addresses leadership, generational differences, distributed and diverse teams, managing risk, holding effective meetings, and using email the right way

Table of Content

Preface xv

About theAuthors xvii

Part I: Managing the Human Resource 1

Chapter 1:Somewhere Today, a Project Is Failing 3

Chapter 2:Make a Cheeseburger, Sell a Cheeseburger 7

Chapter 3: Vienna Waits for You 13

Chapter 4:Quality—If Time Permits 19

Chapter 5:Parkinson’s Law Revisited 25

Chapter 6:Laetrile 31

Part II: The Office Environment 35

Chapter 7:The Furniture Police 37

Chapter 8:“You Never Get Anything Done around Here between 9 and 5.” 41

Chapter 9:Saving Money on Space 49

Intermezzo:Productivity Measurement and Unidentified Flying Objects 57

Chapter 10:Brain Time versus Body Time 61

Chapter 11:The Telephone 67

Chapter 12:Bring Back the Door 73

Chapter 13:Taking Umbrella Steps 79

Part III: The Right People 91

Chapter 14:The Hornblower Factor 93

Chapter 15:Let’s Talk about Leadership 99

Chapter 16:Hiring a Juggler 103

Chapter 17:Playing Well with Others 109

Chapter 18:Childhood’s End 113

Chapter 19:Happy to Be Here 117

Chapter 20:Human Capital 125

Part IV: Growing Productive Teams 131

Chapter 21:The Whole Is Greater Than the Sum of the Parts 133

Chapter 22:The Black Team 139

Chapter 23:Teamicide 143

Chapter 24:Teamicide Revisited 151

Chapter 25:Competition 155

Chapter 26:A Spaghetti Dinner 159

Chapter 27:Open Kimono 161

Chapter 28:Chemistry for Team Formation 167

Part V: Fertile Soil 173

Chapter 29:The Self-Healing System 175

Chapter 30:Dancing with Risk 183

Chapter 31:Meetings, Monologues, and Conversations 187

Chapter 32:The Ultimate Management Sin Is . . . 193

Chapter 33:E(vil) Mail 199

Chapter 34:Making Change Possible 203

Chapter 35:Organizational Learning 211

Chapter 36:The Making of Community 217

Part VI: It’s Supposed to Be Fun to Work Here 221

Chapter 37:Chaos and Order 223

Chapter 38:Free Electrons 231

Chapter 39:Holgar Dansk 235

Index 239

 

 

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