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.

"Peopleware has long been one of my two favorite books on software engineering. Its underlying strength is its base of immense real experience, much of it quantified. Many, many varied projects have been reflected on and distilled; but what we are given is not just lifeless distillate, but vivid examples from which we share the authors' inductions. 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. The third edition adds strength to strength."

• Frederick P. Brooks, Jr., Kenan Professor of Computer Science, University of North Carolina at Chapel Hill, Author of The Mythical Man-Month and The Design of Design

  "Peopleware is the one book that everyone who runs a software team needs to read and reread once a year. In the quarter century since the first edition appeared, it has become more important, not less, to think about the social and human issues in software develop ment. This is the only way we're going to make more humane, productive workplaces. Buy it, read it, and keep a stock on hand in the office supply closet."

  -Joel Spolsky, Co-founder, Stack Overflow

  "When a book about a field as volatile as software design and use extends to a third edition, you can be sure that the authors write of deep principle, of the fundamental causes for what we readers experience, and not of the surface that everyone recognizes. And to bring people, actual human beings, into the mix! How excellent. How rare. The authors have made this third edition, with its additions, entirely terrific."

  -Lee Devin and Rob Austin, Co-authors of The Soul of Design and Artful Making

  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. For example, 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.

  Autorentext

  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.

  Inhalt

  Preface xv

  About the Authors xvii

  Part I: Managing the Human Resource 1

  Chapter 1: Somewhere Today, a Project Is Failing 3

  The Name of the Game 4

  The High-Tech Illusion 5

  Chapter 2: Make a Cheeseburger, Sell a Cheeseburger 7

  A Quota for Errors 8

  Management: The Bozo Definition 8

  The People Store 9

  A Project in Steady State Is Dead 10

  We Haven't Got Time to Think about This Job, Only to Do It 11

  Chapter 3: Vienna Waits for You 13

  Spanish Theory Management 13

  And Now a Word from the Home Front 14

  There Ain't No Such Thing as Overtime 15

  Workaholics 15

  Productivity: Winning Battles and Losing Wars 16

  Reprise 17

  Chapter 4: Quality-If Time Permits 19

  The Flight from Excellence 20

  Quality Is Free, But . . . 22

  Power of Veto 23

  Chapter 5: Parkinson's Law Revisited 25

  Parkinson's Law and Newton's Law 25

  You Wouldn't Be Saying This If You'd Ever Met Our Herb 26

  Some Data from the University of New South Wales 27

  Variation on a Theme by Parkinson 29

  Chapter 6: Laetrile 31

  Lose Fat While Sleeping 31

  The Seven Sirens 32

  This Is Management 34

  Part II: The Office Environment 35

  Chapter 7: The Furniture Police 37

  The Police Mentality 38

  The Uniform Plastic Basement 38

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

  A Policy of Default 42

  Coding War Games: Observed Productivity Factors 43

  Individual Differences 44

  Productivity Nonfactors 45

  You May Want to Hide This from Your Boss 46

  Effects of the Workplace 47

  What Did We Prove? 48

  Chapter 9: Saving Money on Space 49

  A Plague upon the Land 50

  We Interrupt This Diatribe to Bring You a Few Facts 51

  Workplace Quality and Product Quality 52

  A Discovery of Nobel Prize Significance 53

  Hiding Out 54

  Intermezzo: Productivity Measurement and Unidentified Flying Objects 57

  Gilb's Law 58

  But You Can't Afford Not to Know 59

  Measuring with Your Eyes Closed 59

  Chapter 10: Brain Time versus Body Time 61

  Flow 61

  An Endless State of No-Flow 62

  Time Accounting Based on Flow 63

  The E-Factor 64

  A Garden of Bandannas 65

  Thinking on the Job 65

  Chapter 11: The Telephone 67

  Visit to an Alternate Reality 67

  Tales from the Crypt 69

  A Modified Telephone Ethic 70

  Incompatible Multitasking 71

  Chapter 12: Bring Back the Door 73

  The Show Isn't Over Till the Fat Lady Sings 73

  The Issue of Glitz 74

  Creative Space 75

  Vital Space 76

  Breaking the Corporate Mold 77

  Chapter 13: Taking Umbrella Steps 79

  Alexander's Concept of Organic Order 80

  Patterns 82

  The First Pattern: Tailored Work Space from a Kit 84

  The Second Pattern: Windows 84

  The Third Pattern: Indoor and Outdoor Space 87

  The Fourth Pattern: Public Space 87

  The Pattern of the Patterns 88

  Return to Reality 88

  Part III: The Right People 91

  Chapter 14: The Hornblower Factor 93

  Born versus Made 93

  The Uniform Plastic Person 94

  Standard Dress 95

  Code Word: Professional 96

  Corporate Entropy 96

  Chapter 15: Let's Talk about Leadership 99

  Leadership as a Work-Extraction Mechanism 99

  Leadership as a Service 100

  Leadership and Innovation 101

  Leadership: The Talk and the Do 102

  Chapter 16: Hiring a Juggler 103

  The Portfolio 104

  Aptitude Tests (Erghhhh) 105

  Holding an Audition 105

  Chapter 17: Playing Well with Others 109

  First, the Benefits 109

  Food Magic 110

  Yes, But . . . 110

  Chapter 18: Childhood's End 113

  Technology-and Its Opposite 113

  Continuous Partial Attention 114

  Articulate the Contract 114

  Yesterday's Killer App 115

  Chapter 19: Happy to Be Here 117

  Turnover: The Obvious Costs 117

  The Hidden Costs of Turnover 118

  Why People Leave 120

  A Special Pathology: The Company Move 120

  The Mentality of Permanence 122

  Chapter 20: Human Capital 125

  How About People? 126

  So Who Cares? 127

  Assessi…