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Peopleware: Productive Projects and Teams
 
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Peopleware: Productive Projects and Teams (Paperback)

by Tom DeMarco (Author), Timothy Lister (Author)
4.8 out of 5 stars  See all reviews (15 customer reviews)

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Product details

  • Paperback: 245 pages
  • Publisher: Dorset House Publishing Co Inc.,U.S.; 2nd Revised edition edition (28 Feb 1999)
  • Language English
  • ISBN-10: 0932633439
  • ISBN-13: 978-0932633439
  • Product Dimensions: 22.6 x 15.2 x 1.5 cm
  • Average Customer Review: 4.8 out of 5 stars  See all reviews (15 customer reviews)
  • Amazon.co.uk Sales Rank: 189,152 in Books (See Bestsellers in Books)

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    #1 in  Books > Computing & Internet > Professionals > Series > Peopleware

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Product Description

Amazon.co.uk Review

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


Synopsis

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

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Customer Reviews

15 Reviews
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 (12)
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 (3)
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Average Customer Review
4.8 out of 5 stars (15 customer reviews)
 
 
 
 
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Most Helpful Customer Reviews

 
14 of 15 people found the following review helpful:
4.0 out of 5 stars Glad I read this when I started, 9 Jan 2003
By A. J. Kirke "alexis kirke" (Plymouth, UK) - See all my reviews
(TOP 500 REVIEWER)    (REAL NAME)   
I'm glad that I read this book when I was promoted to a Project Manager. It is full of "anti-intuitive" ideas about managing technical people and projects some of which I have even managed to use occasionally over the last year and a half. I have certainly fallen into some of the traps that this book warns against (putting short timescales before quality, not trusting people to utilise their time properly, too many interruptions, etc, etc). But if I hadn't read this book back when I was promoted, I probably would have made far more mistakes!

The ideas for successful technical project and line management in this book are backed up by statistical data. The basic ideas underlying the whole book is that "people matter" and "people can be trusted". If you put the project before people too much then productivity will go down, people will leave or stress out, and basically office morale is not helped. If you leave people to do the work themselves as much as possible, they will do a good job. And if you micro-manage them too much you will under-utilise them and lower morale.

Overall the ideas in this book have helped me in my job, and I hope to learn how to implement more and more of them as time goes on.

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6 of 6 people found the following review helpful:
4.0 out of 5 stars More "managers" need to read this., 10 Feb 2004
By J. Neal "jneal" (Sussex) - See all my reviews
(REAL NAME)      
It's occasionally interesting to read this sort of manual from the viewpoint of a managee; as opposed to a manager; what's frightening is to see confirmed all those home truths that you as a team member are aware of, but which your manager appears to be totally oblivious of. There are several important lessons in this book; and pretty much every one appears to have been overlooked by my manager; indeed, I'm beginning to suspect that he has read this book and has decided to do test its theories by doing every single thing that shouldn't be done.
This book is a little on the old side now, but that really shouldn't put you off since its basic tenets are as relevant today as shiny shoes and clean teeth; you'll feel better for having it on your side; my only criticism is that despite its serious intent, it does occasionally come across as a bit serious, when that might not be absolutely necessary. There are also a lot of facts and figures, which whilst somewhat inevitable, since they are designed to support the various conclusions that the book makes, do make for occasional swimming through treacle moments. All the same, this is an important book for tech managers, although I doubt there are too many that will take it on board, since it involves a deal less managing than they might like.
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4 of 4 people found the following review helpful:
4.0 out of 5 stars A bit dated but an excellent primer, 4 May 2000
By ahiggins@iona.com (Dublin, Ireland) - See all my reviews
You'll find out who the catalyst is (and value that role), reappraise your office environment (but the game is lost here, cubicle fever is cronic and the tide won't be turned), understand why gelled teams disband (and why this is a good thing), gain some insight to nudging teams to "gell", understand when the manager should be part of and apart from the team (its a lonely job in the middle). A bit dated and the upgrade to 2nd Edition shows through the cracks, but its an excellent foundation primer for people managers where the output is the product of creative processes. Some considerable attempt is made to make the subject generic to people based "creation" businesses e.g. Legal, industrial design; but the real focus is software development, and I feel that the scope should have been limited to software.
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Most Recent Customer Reviews

5.0 out of 5 stars I loved this book - but be careful
A great book - highly readable. Definitely worth buying if you're in any sort of management or if you want to know what to look out for from a great (or terrible! Read more
Published 10 months ago by Al

5.0 out of 5 stars Peopleoriented view of project management and software development
Since this book focuses on people it does not matter that it is ancient in Internet time. It was short of revolutionary when it was published and it still remains as an extremly... Read more
Published 12 months ago by Rolf Häsänen

5.0 out of 5 stars Classic text for software manager
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5.0 out of 5 stars A classic that is worth of more than this one costs
This book truly should belong to every computer professionals shelf. After all all problems are at the end people problems and people doing computer stuff has at least reputation... Read more
Published on 4 April 2007 by Kerola Sami

5.0 out of 5 stars I wish that all managers would read this book
Fantastic book about the people side of software development. The ideas in this book, and the typical corporate environment, are worlds apart. Read more
Published on 3 Sep 2005 by Ethann Castell

5.0 out of 5 stars Inspirational
Computer books are supposed to be dry, informative, occasionally entertaining if you're lucky - but they aren't supposed to be inspirational! Read more
Published on 26 Mar 2004 by J. B. Gwatkin-williams

5.0 out of 5 stars Buy this book
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5.0 out of 5 stars Pure Genius
Read this book, then take a long hard look at your own development team and realise how many mistakes you are making.

I use this as a team building and engineering bible. Read more

Published on 23 Oct 2003 by Mr. Keith Sterling

5.0 out of 5 stars Still a wake up call
I have had the 2nd edition on my bookshelf unread for a while. Following some dismal TV, I decided to venture into the depths of my unread book pile. Read more
Published on 4 Jun 2003 by deag2003

5.0 out of 5 stars Brilliant! An essential read for any project organisation.
DelMarco & Lister, base their experiences on the Real World. They do not confuse you with complex methods or formulas but merley give you advice, which is Common Sense. Read more
Published on 22 Feb 2001

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