Get Free Ebook Peopleware: Productive Projects and Teams, by Tom DeMarco Timothy Lister
September 14, 2014Get Free Ebook Peopleware: Productive Projects and Teams, by Tom DeMarco Timothy Lister
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Peopleware: Productive Projects and Teams, by Tom DeMarco Timothy Lister
Get Free Ebook Peopleware: Productive Projects and Teams, by Tom DeMarco Timothy Lister
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Product details
Paperback: 245 pages
Publisher: Dorset House; 2nd edition (February 1, 1999)
Language: English
ISBN-10: 0932633439
ISBN-13: 978-0932633439
Product Dimensions:
6.2 x 0.8 x 9.2 inches
Shipping Weight: 12.6 ounces (View shipping rates and policies)
Average Customer Review:
4.6 out of 5 stars
200 customer reviews
Amazon Best Sellers Rank:
#257,040 in Books (See Top 100 in Books)
Probably the best book social dynamics in the workplace I have ever read. Alas, it's the only one that I've read.There are many books on management, leadership and social dynamics. I've a few. I know people who have read a lot more. This book cuts across topics discussed in multiple books in much shorter language. This book also ties together topics that other books do not. I, personally, found it easier to read everything from one book quickly rather than figure it out from matching up several ones.Fast read. Well written. Gets to the point. Has a very modern philosophy on teams.----AddendumHOWEVER the authors of this book focus primarily on one style of project work, that being working on teams. In fact they focus almost exclusively on a concept I know as "self-directed teams."Other ways groups of people can work together is rarely discussed.Also some of the recommendations will likely not be possible to implement depending on your position in the company. For example, a team manager may not have a say on who is welcome on his/her team. If someone is not working out, he/she may not have the option of getting rid of that person. Also, people who very obviously should not belong on the same team may be forced into that work arrangement despite everyone's protests. HR may do that. It's nice to read that that team won't work, but ... everyone knew that already.
In short - it is a book on how to treat people. Written for managers in software companies (can be generalized to all companies which expect their employees to do creative work), in my opinion it can be read just by anybody, even if only to raise awareness of toxic workplaces.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 “politicsâ€. 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 fill 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 :)
This is a must-read for every professional software engineer, even if you don't have aspirations to become an engineering manager. This book will help you understand the mindset of typical business bureaucrats and teach you how to present your ideas to these types of people so that you can get the tools (and time) you need to do your job right. If you do want to become an engineering manager, the book will also show you how to protect your developers from unnecessary distractions and how to retain developers who could get a high-paying job anywhere they like.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!
Great book that contains multiple pearls of wisdom that can finish in a couple of days. Having worked on a german extremelly burocratic multinational company I could relate to this book on so many levels. Several of the no-nos and donts of the book were exactly what I had to face on a daily basis. Oh, the human nature is so pathetic and mediocre...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.Fully recommended!
Though this book is considered a classic within software engineering management, over 95% of the content is applicable to anybody who manages knowledge workers. I learned a few new things from it. Nothing in it struck me as invalid. The content is consistent with my personal experiences over the past 10+ years as a software engineer. The authors did a great job of identifying, putting to words, and analyzing the nuances that make or break a workplace.
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