Peopleware by Tom DeMarco The Pragmatic Programmer by Andy Hunt The Mythical Man Month by Frederick P. Brooks Jr. The Design of Everyday Things by . Peopleware: Productive Projects and Teams is a book on the social side of It was written by software consultants Tom DeMarco and Tim Lister, from their. Peopleware is a term used to refer to one of the three core aspects of computer technology, the Page-Jones in , was popularized in the book Peopleware: Productive Projects and Teams by Tom DeMarco and Timothy Lister .

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What We’re Reading: Peopleware, by DeMarco & Lister | Blog | Merkle

See all reviews. The new section’s chapters revisited some of the concepts of the original chapters with changes and added new ones.

Please try again later. The second edition kept the original content with only a few changes or corrections. What’s more they didn’t jargonize it beyond the layman’s ability to read, it’s a book for anyone as it should be.

That’s in there too.

I recommend it for everyone that would wishing get out from the comfort zone in our development. Productive Projects and Teams is a book on the social side of software development, specifically managing project teams. Learn more about Amazon Prime.


Peopleware is a term used to refer to one of the three core aspects of computer technology, the other two being hardware and software. Other editions – View all Peopleware: In particular, some things that they treats as “teamicidal” are useful for other reasons. Mainly because Bill Gates has built a company full of managers who read Peopleware.


As summer interns at Microsoft, my friends and I used to take “field trips” to the company supply room to stock up on school supplies. Now, with a new preface and eight new chapters — expanding the original edition by one third — the authors enlarge upon their previous ideas and add fresh insights, examples, and potent anecdotes.

Brain work is not compatible with noise and interruptions, and we must actively fight against them. Aug 05, Richard rated it really liked it.

Turn over damages is a big theme in the book. This page was last edited on 9 Augustat Amazon Inspire Digital Educational Resources. peoplewarf

Sign In We’re sorry! Contingencies dejarco be in place especially for such crucial factors. Goal alignment ensures teams not only jell better but also self-organize as needed.

Jan 23, Muhammad Khan rated it it was amazing Shelves: Peopleware by Tom DeMarco and Timothy Lister is a book about managing software teams and perhaps also managing knowledge workers.

That does take time and money to accommodate but the ROI in the long run is incomparable. Windows 84 The Third Pattern: There are many books on management, leadership and social dynamics. People need space, 9. The snapshot it provides is the reference managers need to work effectively.

Ever wonder why everybody at Microsoft gets their own office, with walls and a door peoplewzre shuts? Oftentimes action can grant perspectival knowledge that is exponentially more helpful than any purely theoretical knowledge. Updated throughout, and contains seven new peolleware on the following topics: This is by far one of the best books I’ve read in a while.


Peopleware: Productive Projects and Teams

Preview — Peopleware by Tom DeMarco. Customers who bought this item also bought.

Just make sure to differentiate between the data being offered and the opinions of the writers. Minding disruptive work practices, who gets to work with whom, and even such basic component of any work process as meetings can be a valid and very effective venue of exploration for metrics of team performance and even enterprise health.

Why are there so many jelled teams that demaroc remarkably productive? Part V explains how to cope with the organization surrounding the team.

Productive Projects and Teams 3rd Edition. Setting up unrealistic deadlines which seem almost arbitrary and expecting adults to accept such news with straight faces is a silly and futile exercise in demonstration of power.

Jan 07, Vladimir Ryashentsev rated it it was amazing.

We worry about the technical but rarely about the sociology issues. Often being concerned with metrics of tangible deliverables or results of work, companies forgo analysis of less peoplewqre performance metrics.