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Peopleware: Productive Projects and Teams
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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 ...more
"Peopleware has long been one of my two favorite books on software ...more
ebook, 272 pages
Published
July 25th 2013
by Addison-Wesley Professional
(first published January 1st 1987)
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Peopleware is something of a classic in the world of Development management and it makes sense why. The book is straightforward, short, practical and influential. Below I have summarized some of the major points of the book:
1. First ask: should it be done at all?
2. Protect your workers personal lives
3. Turnover is an expense which is seldom measured. Moving causes turnover. Training prevents turnover.
4. Workers will work for quality, to be and make the best.
5. Interruption is expensive for mind ...more
1. First ask: should it be done at all?
2. Protect your workers personal lives
3. Turnover is an expense which is seldom measured. Moving causes turnover. Training prevents turnover.
4. Workers will work for quality, to be and make the best.
5. Interruption is expensive for mind ...more
A must-read, one of the best books I have ever read. I recommend it for everyone that would wishing get out from the comfort zone in our development. This book presents the forgot notion that people are the core of development process. And the most incredible fact of this book is that he has more than forty years since his first publication and keeps unknown for a great part of our managers.
Aug 24, 2011
Wouter
rated it
it was ok
·
review of another edition
Shelves:
company-based,
sociological
Got on my wish list via amazon lists, and based on the title "Peopleware", I thought it focussed a lot more on people interaction and how they act and react, and shape up to be a team. What I got was a book full of tips & tricks for large scale organizations on how to tell managers not to disturb people who are working.
The whole book can be summed up in one sentence: Managers work by letting other people work - they need to simply keep off al disruptive events so the team can do it's ...more
The whole book can be summed up in one sentence: Managers work by letting other people work - they need to simply keep off al disruptive events so the team can do it's ...more
Excellent. Must-read for anyone who manages, or is being managed. I now have a better feel for just why I hate my cubicle so much, and how it's not just impacting my work today, but my entire career, by dampening my creativity. I have to listen to music to drown out the background noise, and this occupies my right brain to the point where I'm probably missing some really clever shortcuts and insight in my work. "You'll get nothing done here between 9 and 5" really resonated with me: the most
...more
I've heard praise of this book for many years but didn't get around to read it. It does indeed deserve all its praise of being a must read for managers in IT and other knowledge work. Especially considering its first edition came out in 1987, more than 30 years ago. I can only guess how radical it appeared back then. More surprising is why most managers in the mainstream industry have been happily ignoring authors' advice and instilling interrupt- and deadline-driven teamicide culture in their
...more
Nov 30, 2014
Moses
rated it
really liked it
·
review of another edition
Shelves:
software-engineering,
management
DeMarco/Lister sound so reasonable that it's hard not to take their theories as facts, but it's mostly anecdotal and should be taken with a grain of salt. In particular, some things that they treats as "teamicidal" are useful for other reasons.
I think clarifying how information is passed around in an organization would be useful–they point at it when they mention "coaching" but could be more explicit.
In general, a good book, and if you're a software engineer or a software engineering manager you ...more
I think clarifying how information is passed around in an organization would be useful–they point at it when they mention "coaching" but could be more explicit.
In general, a good book, and if you're a software engineer or a software engineering manager you ...more
As I am working my way up the ranks of the software engineering reporting line, I am becoming more and more interested in what people have to say about effective management and team organisation and collaboration. Thus, I have picked “Peopleware” in the hope that I will get some guidance on these elusive subjects.
To be honest, I have had difficulties writing this review, as I haven’t found “Peopleware” full of novel concepts nor filled with unfounded practical suggestions. It was just an “okay” ...more
To be honest, I have had difficulties writing this review, as I haven’t found “Peopleware” full of novel concepts nor filled with unfounded practical suggestions. It was just an “okay” ...more
Apr 05, 2008
Richard Jeong
rated it
it was amazing
·
review of another edition
Recommends it for:
managers, workers,
Written for software developers in a project sense, it is of much more global impact to skills managers & leaders need. This is the reference book (among several) that any working person should read, as it provides insight into how our managers can work better and how eventually we can be better managers. The snapshot it provides is the reference managers need to work effectively.
What DeMarco and Lister have provided is what could be read as a field manual for managers. Indeed if you ...more
What DeMarco and Lister have provided is what could be read as a field manual for managers. Indeed if you ...more
I would say that this is an essential read for everyone. And it doesn't matter whether you manager or being managed. This book in a very concise and straightforward manner tells about building successful and effective teams. And while there is no single recipe for building a great team, it could help find and eliminate obstacles in this way.
Not once while reading this book I wanted to shout "I knew it!", because somewhere deep I felt that open space is the best way to kill productivity or that ...more
Not once while reading this book I wanted to shout "I knew it!", because somewhere deep I felt that open space is the best way to kill productivity or that ...more
It is basically a sociology within teams and projects with many great examples from real world and psychology applied. If you are in a management position I would say this is a must read gem for you. Author has great critical thinking and writes about workplaces, teams and projects in sometimes even radical way.
When it comes to work, I always used to put technology over everything, but it convinced me that sociology > technology. It is supposed to be productive, satisfying fun to work. If it ...more
When it comes to work, I always used to put technology over everything, but it convinced me that sociology > technology. It is supposed to be productive, satisfying fun to work. If it ...more
"The ultimate sin in management us wasting people's time."
Peopleware approaches computing project management from a sociological perspective, attempting to understand the roles played by workers and middle management. It correctly chastises what the authors perceive as an excessive focus on technology -- when actually most software development is far from working with bleeding-edge technologies --, instead framing most of the issues on the development issue as arising from human problems, not ...more
Peopleware approaches computing project management from a sociological perspective, attempting to understand the roles played by workers and middle management. It correctly chastises what the authors perceive as an excessive focus on technology -- when actually most software development is far from working with bleeding-edge technologies --, instead framing most of the issues on the development issue as arising from human problems, not ...more
I wish two of my bosses had read this book back in the 1999
A true must-read for every aspiring team manager. Insightful and inspiring. I will surely be coming back to this book very often.
Better read at my technical blog
Summary
Peopleware is a book about sociology within software companies. The thesis is that projects fail because of “social” reasons, not technical ones.
Part I focuses on the individual. You must understand his or her motivations and perceptions to be able to act accordingly. What people builds, and how is it done (quality, deadlines…) has a huge impact on motivation.
Part II disembowels current trend of nasty open spaces at offices, and offers many improvements ...more
Summary
Peopleware is a book about sociology within software companies. The thesis is that projects fail because of “social” reasons, not technical ones.
Part I focuses on the individual. You must understand his or her motivations and perceptions to be able to act accordingly. What people builds, and how is it done (quality, deadlines…) has a huge impact on motivation.
Part II disembowels current trend of nasty open spaces at offices, and offers many improvements ...more
Quick read. Message is very clear (no longer new).
Just make sure to differentiate between the data being offered and the opinions of the writers.
I like that they touch quite a lot of subjects, though on the ones where I'm like 'Yeah! Now what kind of solutions are out there?' they fall a bit short, saying, we don't really know either. So I guess, in a way, that's also not a bad thing for me.
Just make sure to differentiate between the data being offered and the opinions of the writers.
I like that they touch quite a lot of subjects, though on the ones where I'm like 'Yeah! Now what kind of solutions are out there?' they fall a bit short, saying, we don't really know either. So I guess, in a way, that's also not a bad thing for me.
A few interesting and thought-provoking ideas plus plenty of 'common sense' stuff too. The studies and examples cited are a bit dated now (80's), but much of it remains relevant... if anything we've doubled-down on some of the mistakes we were making then.
Although many chapters will not be surprising there's still value in a well organised list of things you know but may have forgotten to consider. It mostly avoids the management book waffle at the start but loses discipline towards the end.
...more
Although many chapters will not be surprising there's still value in a well organised list of things you know but may have forgotten to consider. It mostly avoids the management book waffle at the start but loses discipline towards the end.
...more
A great book on office culture and how to build a work culture that is fun and productive. I will definitely try to action some of the points in this book, and definitely worth reading again in the future to remind myself of some of the points. Love it.
I wish most managers read this book and regarded it as basics of clean and healthy management style. Though to a certain level some of the examples and suggestions sound a bit unrealistic, it's worth reading anyway, just to know that somewhere at certain time there were adequate people.
Wonderful book. Covers many principles we know to be true on some deep level, yet are often forgotten or ignored.
Full of wisdom, kindness, and gentleness. Deeply inspiring. It has influenced how I think and help shape the goals for my life and career.
Full of wisdom, kindness, and gentleness. Deeply inspiring. It has influenced how I think and help shape the goals for my life and career.
very practical book with many examples of bad and good workspaces and work-cultures.
This is a very interesting book, I took it to work and while I was discussing different ideas with people I could see how different chapters would apply to different situations.
From a book of this age, it’s amazing some analysis of the status quo, the point of view and some proposals. It was a cool read!
One of the main arguments this book makes is that the success in management of technology teams is not mainly about technology itself but rather about sociology.
The book describes a few areas unrelated to technology that are perceived to have an impact on how productive/happy a team can be.
In some cases it elaborates too much on certain areas, such as open space vs team rooms(author is against open space office for technology teams). In other topics the author covers them with a good enough ...more
The book describes a few areas unrelated to technology that are perceived to have an impact on how productive/happy a team can be.
In some cases it elaborates too much on certain areas, such as open space vs team rooms(author is against open space office for technology teams). In other topics the author covers them with a good enough ...more
The book assumes workers always behave like responsible adults, and offers advice for handling that kind of workers, keeping them happy, motivated, productive, etc.
When discussing what to do with people who still have infantile behaviour, it merely says: they should not be your coworkers, and then ignores them for the rest of the book.
Which is a nice approach.
When discussing what to do with people who still have infantile behaviour, it merely says: they should not be your coworkers, and then ignores them for the rest of the book.
Which is a nice approach.
Mar 31, 2018
Vladislav Gomzyakov
rated it
it was amazing
·
review of another edition
Shelves:
business
What a great book with insights on management and team work in general! My favourite ideas include the following.
Work gets done be real people who are much more than their functions within a company. Building successful teams of people who are happy to work together in an environment that is not indifferent to them is what makes real success possible. Treating people as disposable is a losing strategy in the long term.
Cookie cutter approach and rampant standardization of human behavior rules and ...more
Work gets done be real people who are much more than their functions within a company. Building successful teams of people who are happy to work together in an environment that is not indifferent to them is what makes real success possible. Treating people as disposable is a losing strategy in the long term.
Cookie cutter approach and rampant standardization of human behavior rules and ...more
Bigger projects have a higher probability of failure, typically 25% compared to 15% for smaller projects. The biggest cause of failure is sociology. We worry about the technical but rarely about the sociology issues.
In a production environment, it’s convenient to think of people as parts of the machine. When a part wears out, you get another. The replacement part is interchangeable with the original. You order a new one, more or less, by number.
This might be the case in a production line but ...more
In a production environment, it’s convenient to think of people as parts of the machine. When a part wears out, you get another. The replacement part is interchangeable with the original. You order a new one, more or less, by number.
This might be the case in a production line but ...more
(2nd edition from 1999).
First off, this is not a book summarizing personal psychology for industry managers. It is much closer to a blog turned book, on the subject of large software organization management. It is light on citations; for example, chapter 15 covers interviewing and hiring, but has zero citations, even though a survey paper on the subject "The Validity and Utility of Selection Methods in Personnel Psychology" was published the year prior, and went on to earn multiple thousand ...more
First off, this is not a book summarizing personal psychology for industry managers. It is much closer to a blog turned book, on the subject of large software organization management. It is light on citations; for example, chapter 15 covers interviewing and hiring, but has zero citations, even though a survey paper on the subject "The Validity and Utility of Selection Methods in Personnel Psychology" was published the year prior, and went on to earn multiple thousand ...more
Jan 18, 2014
Scott Lerch
rated it
it was amazing
·
review of another edition
Shelves:
computerscience
This was a surprisingly fun read as I saw the confirmation and application of the ideas presented in my day-to-day working experience. The biggest take-aways I got were: it's best to organize small teams in quiet offices; allow the team to shoot for perfection instead of letting the schedule dictate the quality of the product; and hire the best people and do whatever you need to make them happy. The best part about this book is that most of the ideas were backed up with actual data, something
...more
Peopleware by Tom DeMarco and Timothy Lister is a book about managing software teams and perhaps also managing knowledge workers.
The authors were interested in writing books about management because they experienced a lot of mismanaged teams themselves. They chose to write a management book about a different subject than most management books, that is, about the people instead of methodologies and techniques.
The book is extremely easy to read through. Each of the 39 chapters are short, direct ...more
The authors were interested in writing books about management because they experienced a lot of mismanaged teams themselves. They chose to write a management book about a different subject than most management books, that is, about the people instead of methodologies and techniques.
The book is extremely easy to read through. Each of the 39 chapters are short, direct ...more
Dec 02, 2016
Loránd
rated it
really liked it
·
review of another edition
Shelves:
read-sociology,
read-technical
Classic of software engineering that no one seems to read. Otherwise working as a programmer wouldn't be so horrible. Don't get me wrong, one should not use this book as an instruction manual, rather, one should always keep in mind the key part of the book: most problems in our domain are inherently social, rather than technical.
This key insight is being overshadowed more and more by the vile trend wherein programmers refer to themselves as "hackers", geniuses turned programmers who solve ...more
This key insight is being overshadowed more and more by the vile trend wherein programmers refer to themselves as "hackers", geniuses turned programmers who solve ...more
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Tom DeMarco is the author of fifteen books, including five novels, a collection of short stories and the rest business books. His most recent work is a seemingly jinxed love story, The One-Way Time Traveler. Before that he wrote Dark Harbor House, and before that Slack and Peopleware and The Deadline.
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“The manager’s function is not to make people work, but to make it possible for people to work.”
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“The fundamental response to change is not logical, but emotional.”
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