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Peopleware: Productive Projects and Teams [Englisch] [Hörkassette]

Tom Demarco , Timothy Lister
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Peopleware asserts that most software development projects fail because of failures within the team running them. This strikingly clear, direct book is written for software development team leaders and managers, but it's filled with enough common-sense wisdom to appeal to anyone working in technology. Authors Tom DeMarco and Timothy Lister include plenty of illustrative, often amusing anecdotes; their writing is light, conversational, and filled with equal portions of humour and wisdom, and there is a refreshing absence of "new age" terms and multi-step programmes. The advice is presented straightforwardly and ranges from simple issues of prioritisation to complex ways of engendering harmony and productivity in your team. Peopleware is a short read that delivers more than many books on the subject twice its size. --Jake Bond -- Dieser Text bezieht sich auf eine vergriffene oder nicht verfügbare Ausgabe dieses Titels.


Highlights ways in which managers fail to motivate members of teams to produce their best work, and demonstrates methods for improvement. Advocates such changes as elimination of the "police mentality" in management and investment by bosses in superior workspace for employees. Dismisses many of management's favorite canards, including the one that -- Dieser Text bezieht sich auf eine vergriffene oder nicht verfügbare Ausgabe dieses Titels.

Der Verlag über das Buch

Peopleware Is Now Updated with Eight New Chapters!
Two of the computer industry's best-selling authors and lecturers return with a new edition of their 1987 classic on the management of software development.

With humor and wisdom drawn from years of management and consulting experience, DeMarco and Lister demonstrate that the major issues of software development are human, not technical -- and that managers ignore them at their peril.

Now, with a new Preface and eight new chapters, the authors enlarge upon their previous ideas and add fresh insights, examples, and anecdotes.

Discover dozens of helpful tips on

* putting more quality into a product

* loosening up formal methodologies

* fighting corporate entropy

* making it acceptable to be uninterruptible

Peopleware shows you how to cultivate teams that are healthy and productive. The answers aren't easy -- just incredibly successful.

Reviews of the First Edition

"Many of the book's recommendations have become watchwords for today's leading-edge companies: providing developers with private offices, turning off the public address system, providing phones that can be set to 'do not disturb,' auditioning software job candidates, and so on. . . . With this influential track record, the new revision of Peopleware is one of the few books I will buy sight unseen." -- Steve McConnell, IEEE Software

"I strongly recommend that you buy one copy of Peopleware for yourself and another copy for your boss. If you are a boss, then buy one for everyone in your department, and buy one for your boss." -- Ed Yourdon, American Programmer

"challenges the modern myth that technology is the cornerstone of productivity. It makes you think about creating a culture that allows people to work (more) effectively." -- Rose Ann Giordano, Digital Equipment Corp.

"addresses the fundamental issues of knowledge worker productivity that managers have for so long ignored." -- Michael W. Bealmear, Coopers & Lybrand

"casts a new light on human behavior in development projects." -- Tomoo Matsubara, Hitachi Software Engineering Co.

"DeMarco and Lister are, at once, entertaining story tellers and astute observers of the project management scene." -- John H. Taylor, E.I. du Pont Nemours & Co.

"If you hire people for their brains, you can't treat them like modular components and expect an able, creative crew to emerge. That's the basic message in Peopleware. . . . fun to read because the authors illustrate their analyses and solutions with war stories drawn from their consulting experience. But this well-researched book is also persuasive because its advice is backed up by firm scholarship." -- PC World

". . . the authors buttress their assertions with empirical data collected from studies involving some 900 programmers and analysts. . . . All of the chapters contain insights and novel approaches that will make readers and managers look at important issues from a new vantage point. . . . Its messages are important, and the book deserves a place on the shelf of every software manager and every software management consultant." -- T. Capers Jones

"Lister and [DeMarco] savagely destroy a sizeable chunk of received wisdom, using by turns well-picked example, epigramatic darts, careful reasoning and even data. . . . even if you disagree with what DeMarco and Lister say, you will enjoy how they say it, and you will go away thinking. Get the book and read it. Then give it to your manager. Or, if you dare, your subordinates." -- Alan Campbell, Computing, London

"The book is an unremitting defense of the people part of the productivity equation, backed by statistics and anecdotes." -- George Harrar, Computerworld

"In addition to being critically important, the book has a rare characteristic: it is fun to read. . . . it provides ideas and information for any systems development manager to help improve the craft of system development." -- Albert L. LeDuc, CAUSE/EFFECT

"It would be an understatement to call this book a must for project managers. In seeking a new job, I would ask my prospective boss what he thought of this book. A positive response would be worth about $5000 in comparing job offers." -- Rich Cohen

Partial Contents


Somewhere Today, a Project Is Failing

Make a Cheeseburger, Sell a Cheeseburger

Quality -- If Time Permits



The Furniture Police

"You Never Get Anything Done Around Here

Between 9 and 5"

Saving Money on Space

Bring Back the Door

Taking Umbrella Steps


Hiring a Juggler

Happy to Be Here

The Self-Healing System



A Spaghetti Dinner

Open Kimono

Chemistry for Team Formation


Free Electrons

Holgar Dansk


CHAPTER 27 Teamicide Revisited

CHAPTER 28 Competition

CHAPTER 29 Process Improvement Programs

CHAPTER 30 Making Change Possible

CHAPTER 31 Human Capital

CHAPTER 32 Organizational Learning

CHAPTER 33 The Ultimate Management Sin Is . . .

CHAPTER 34 The Making of Community

Notes, Bibliography, Index -- Dieser Text bezieht sich auf eine vergriffene oder nicht verfügbare Ausgabe dieses Titels.

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