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Peopleware: Productive Projects and Teams (3rd Edition) 3rd Edition
Purchase options and add-ons
- ISBN-100321934113
- ISBN-13978-0321934116
- Edition3rd
- PublisherAddison Wesley
- Publication dateApril 22, 2016
- LanguageEnglish
- Dimensions8.5 x 0.62 x 11 inches
- Print length272 pages
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From the Publisher
Part I - Managing the Human Resource
Investigate a very different way of thinking about and managing people. That way involves specific accommodation to the very nonmodular character of the human resource.
Part II - The Office Environment
Discover some of the causes of lost time and propose measures that you can take to create a healthy, work-conducive environment.
Part III - The Right People
Undo the damage of the manager-as-strategist view, and replace it with an approach that encourages success.
Part IV - Growing Productive Teams
Explore the concept of the successfully bonded team and things you can do to help such teams happen.
Part V - Fertile Soil
While factors at the organizational level might be beyond your ability to control, they’re still worth considering.
Part VI - It’s Supposed to Be Fun to Work Here
Allowing for adventure, silliness, and small amounts of constructive disorder, getting out of the way, banding together for change.
Editorial Reviews
About the Author
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.
Product details
- Publisher : Addison Wesley; 3rd edition (April 22, 2016)
- Language : English
- Paperback : 272 pages
- ISBN-10 : 0321934113
- ISBN-13 : 978-0321934116
- Item Weight : 13.6 ounces
- Dimensions : 8.5 x 0.62 x 11 inches
- Best Sellers Rank: #469,308 in Books (See Top 100 in Books)
- #484 in Microsoft Programming (Books)
- #575 in Software Development (Books)
- #5,618 in Leadership & Motivation
- Customer Reviews:
About the authors
Discover more of the author’s books, see similar authors, read book recommendations and more.
Tom DeMarco is the author of sixteen published books, including five novels, a collection of short stories, and the rest books about systems technology and the sociology of the workplace.
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Customers find the book insightful and useful for managers. They describe it as an enjoyable, light read with interesting ideas and real-world examples. Many consider it a classic and timeless guide. However, some feel the pacing is too superficial and boring, while others find the analysis rich.
AI-generated from the text of customer reviews
Customers find the book's advice useful and insightful. They say it provides useful general principles and is a fantastic book for project managers, personnel managers, or anyone who works on a project. The book highlights the importance of people in the development of software. It's full of wisdom and experience that applies to any work. Readers mention the advice seems realistic and grounded in the experiences of numerous people.
"...My favourite chapter is on team creation - there is no golden rule which guarantees that a team will perform better than sum of its parts, however..." Read more
"...this book is full of wisdom and experience that applies to any work environment that everyone must know...." Read more
"...Fast read. Well written. Gets to the point. Has a very modern philosophy on teams. ---- Addendum..." Read more
"...On the one hand, it is extremely thought-provoking, and if nothing else I'm convinced that it has rightly identified several important aspects of..." Read more
Customers find the book easy to read and enjoyable. It provides valuable advice on dealing with various situations, and is written in an informal, humorous style that makes it simple to understand. Readers appreciate the author's ability to put nuances into words and analyze them effectively.
"...In its form, the book is a series of meaningful essays, written in informal, humorous way...." Read more
"...this book is full of wisdom and experience that applies to any work environment that everyone must know...." Read more
"...I, personally, found it easier to read everything from one book quickly rather than figure it out from matching up several ones...." Read more
"...Absolutely top notch, rock solid advice. Should be compulsory for all managers (regardless of seniority) to read." Read more
Customers find the book insightful and practical. They appreciate the daring ideas and real-world principles it outlines from everyday examples. The book provides meaningful essays in an informal, humorous style that provide great story-based insights to project and people management. Readers mention it's a great reference for anyone who manages.
"...In its form, the book is a series of meaningful essays, written in informal, humorous way...." Read more
"...I know people who have read a lot more. This book cuts across topics discussed in multiple books in much shorter language...." Read more
"...This book has some ideas well worth trying." Read more
"A really well thought out, excellently structured, and interesting read...." Read more
Customers enjoy the humor in the book. They mention the essays are written in an informal, humorous way.
"...the book is a series of meaningful essays, written in informal, humorous way...." Read more
"...Somehow they managed to also make it funny! As a growing team lead, I found some information to be outside of my domain...." Read more
"...The book has a nice balance of explanation and humor (and sometimes sarcasm) that makes it easy to read." Read more
"...are stated here with clarity, humor, and backed up by data." Read more
Customers find the book's pacing slow and boring. They feel the idea is superficial and not well-analyzed. The handwritten copy looks unappealing.
"...There are some comments but not a rich analysis. This edition is only a very small upgrade to the great classic...." Read more
"...and so on and have some interesting idea in general it seems too superficial and sometimes even harmful (see examples below)...." Read more
"...me think about how we run our business, but I found it a bit too cynical for my taste... and for five stars." Read more
"Handmade Copy looks Awful!..." Read more
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Top reviews from the United States
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- Reviewed in the United States on July 11, 2018In 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 “politics”. 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 will 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 :)
- Reviewed in the United States on November 24, 2013Do not misunderstand the score. The second edition of the book deserves 5 stars. The only reason why I select 4 is because the upgrade and the new material does not significantly reflect the 13 years that have passed since the last edition.
This book should be read by all those working in the software industry or intends to. Regardless of the job (software engineer , QA engineer , lead , manager, etc.), this book is full of wisdom and experience that applies to any work environment that everyone must know.
Undoubtedly, it can be classified as a classic. This is in the top-10 books that everyone who has a job related to software development should read.
The only downside is that I hoped that this edition include more analysis and ideas after the big agile movement in the last decade. There are some comments but not a rich analysis. This edition is only a very small upgrade to the great classic.
A new book that is emerging as a great complement candidate to this classic is "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams". I have not finished reading it, but so far looks promising.
- Reviewed in the United States on July 22, 2014Probably 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.
----
Addendum
HOWEVER 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.
- Reviewed in the United States on January 11, 2018The book analyzes the practice of managing (software) teams through an overarching (and captivating) narrative of good vs. evil -- the (good) individual vs the (evil) corporate collective (personified through such villains as the "furniture police" and upper management).
On the one hand, it is extremely thought-provoking, and if nothing else I'm convinced that it has rightly identified several important aspects of the modern technology corporation that managers might be able to influence and should certainly be mindful of. I also appreciate the moral argument that it makes, that a good (and successful) manager needs to protect the psychological and sociological well-being against his or her own ego (and the egos of those above).
At times I thought the authors were a bit simplistic in their caricatures of the corporate villains, and I don't believe for a second that they gave a fair treatment to both sides of any particular corporate policy they consider, but then again that's not really important so much as the overarching moral framework the authors depict.
This is the first book I read on this subject as a newly minutes manager and I'm glad it was.
Top reviews from other countries
- Alan JosephReviewed in India on July 17, 2024
5.0 out of 5 stars Must read for anyone in software engineering
This is an old book but the advice here still rings true. If you are dissatisfied at work, there is a very high probability that you will find the reason of your dissatisfaction in the pages of this book. The advice in this book covers a lot of topics and reinforces the point that a software job is more sociological than technological.
- PaulReviewed in Germany on June 25, 2023
5.0 out of 5 stars Fantastic book
I know about the book since more than 20 years, but I have only recently read it. What can I say - it is everything I had hoped for. After 20 years in the corporate world, I recognized a lot of the cases shown there. “Peopleware” is like a documentary of the corporate world, showing for each of the “don’t”s a potential solution. But those solutions are seldom within the power of simple engineers or even first level middle managers. One case in point is the open office. While we have studies going back decades that show that open offices are basically the places where creativity goes to die - and this book identifies them rightly so - we live in a time and age where every middle manager and their mother vouch for open offices being a catalyst for communication and productivity.
In conclusion, the book is excellent and in the very least it excels even at providing a mental escape route for those of us who feel the burden of all the crazy hurdles that modern corporate world throws at us with the aim of making us more productive. It is also a book which will make you think and analyse your own standing. Highly recommended.
- CésarReviewed in Brazil on March 22, 2019
5.0 out of 5 stars Incredible
Some situations that happen in my company were illustrated with such clarity and a new way to think about it that I most certainly will try to handle in a different direction after reading this book.
- Marco L.Reviewed in Italy on December 30, 2019
4.0 out of 5 stars Very funny and interesting
It's a classic about the non-techincal issues the people in IT used to face and sometimes still face today. It's written in a very funny way and helps you to think about your working environment.
- Cliente de KindleReviewed in Spain on May 17, 2019
5.0 out of 5 stars It is a must read dor everyone working in a software company
I specially liked the emphasis put in teams. It also helped me recognize common problems in organizations.
It is a must read.