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Peopleware: Productive Projects and Teams, Third Edition

Book Description

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.

Table of Contents

  1. Title Page
  2. Copyright Page
  3. Dedication Page
  4. Contents
  5. Preface
  6. About the Authors
  7. Part I: Managing the Human Resource
    1. 1. Somewhere Today, a Project Is Failing
      1. The Name of the Game
      2. The High-Tech Illusion
    2. 2. Make a Cheeseburger, Sell a Cheeseburger
      1. A Quota for Errors
      2. Management: The Bozo Definition
      3. The People Store
      4. A Project in Steady State Is Dead
      5. We Haven’t Got Time to Think about This Job, Only to Do It
    3. 3. Vienna Waits for You
      1. Spanish Theory Management
      2. And Now a Word from the Home Front
      3. There Ain’t No Such Thing as Overtime
      4. Workaholics
      5. Productivity: Winning Battles and Losing Wars
      6. Reprise
    4. 4. Quality—If Time Permits
      1. The Flight from Excellence
      2. Quality Is Free, But . . .
      3. Power of Veto
    5. 5. Parkinson’s Law Revisited
      1. Parkinson’s Law and Newton’s Law
      2. You Wouldn’t Be Saying This If You’d Ever Met Our Herb
      3. Some Data from the University of New South Wales
      4. Variation on a Theme by Parkinson
    6. 6. Laetrile
      1. Lose Fat While Sleeping
      2. The Seven Sirens
      3. This Is Management
  8. Part II: The Office Environment
    1. 7. The Furniture Police
      1. The Police Mentality
      2. The Uniform Plastic Basement
    2. 8. “You Never Get Anything Done around Here between 9 and 5.”
      1. A Policy of Default
      2. Coding War Games: Observed Productivity Factors
      3. Individual Differences
      4. Productivity Nonfactors
      5. You May Want to Hide This from Your Boss
      6. Effects of the Workplace
      7. What Did We Prove?
    3. 9. Saving Money on Space
      1. A Plague upon the Land
      2. We Interrupt This Diatribe to Bring You a Few Facts
      3. Workplace Quality and Product Quality
      4. A Discovery of Nobel Prize Significance
      5. Hiding Out
    4. Intermezzo: Productivity Measurement and Unidentified Flying Objects
      1. Gilb’s Law
      2. But You Can’t Afford Not to Know
      3. Measuring with Your Eyes Closed
    5. 10. Brain Time versus Body Time
      1. Flow
      2. An Endless State of No-Flow
      3. Time Accounting Based on Flow
      4. The E-Factor
      5. A Garden of Bandannas
      6. Thinking on the Job
    6. 11. The Telephone
      1. Visit to an Alternate Reality
      2. Tales from the Crypt
      3. A Modified Telephone Ethic
      4. Incompatible Multitasking
    7. 12. Bring Back the Door
      1. The Show Isn’t Over Till the Fat Lady Sings
      2. The Issue of Glitz
      3. Creative Space
      4. Vital Space
      5. Breaking the Corporate Mold
    8. 13. Taking Umbrella Steps
      1. Alexander’s Concept of Organic Order
      2. Patterns
      3. The First Pattern: Tailored Work Space from a Kit
      4. The Second Pattern: Windows
      5. The Third Pattern: Indoor and Outdoor Space
      6. The Fourth Pattern: Public Space
      7. The Pattern of the Patterns
      8. Return to Reality
  9. Part III: The Right People
    1. 14. The Hornblower Factor
      1. Born versus Made
      2. The Uniform Plastic Person
      3. Standard Dress
      4. Code Word: Professional
      5. Corporate Entropy
    2. 15. Let’s Talk about Leadership
      1. Leadership as a Work-Extraction Mechanism
      2. Leadership as a Service
      3. Leadership and Innovation
      4. Leadership: The Talk and the Do
    3. 16. Hiring a Juggler
      1. The Portfolio
      2. Aptitude Tests (Erghhhh)
      3. Holding an Audition
    4. 17. Playing Well with Others
      1. First, the Benefits
      2. Food Magic
      3. Yes, But . . .
    5. 18. Childhood’s End
      1. Technology—and Its Opposite
      2. Continuous Partial Attention
      3. Articulate the Contract
      4. Yesterday’s Killer App
    6. 19. Happy to Be Here
      1. Turnover: The Obvious Costs
      2. The Hidden Costs of Turnover
      3. Why People Leave
      4. A Special Pathology: The Company Move
      5. The Mentality of Permanence
    7. 20. Human Capital
      1. How About People?
      2. So Who Cares?
      3. Assessing the Investment in Human Capital
      4. What Is the Ramp-Up Time for an Experienced Worker?
      5. Playing Up to Wall Street
  10. Part IV: Growing Productive Teams
    1. 21. The Whole Is Greater Than the Sum of the Parts
      1. Concept of the Jelled Team
      2. Management by Hysterical Optimism
      3. The Guns of Navarone
      4. Signs of a Jelled Team
      5. Teams and Cliques
    2. 22. The Black Team
      1. The Stuff of Which Legends Are Made
      2. Pitiful Earthlings, What Can Save You Now?
      3. Footnote
    3. 23. Teamicide
      1. Defensive Management
      2. Bureaucracy
      3. Physical Separation
      4. Fragmentation of Time
      5. The Quality-Reduced Product
      6. Phony Deadlines
      7. Clique Control
      8. Once More Over the Same Depressing Ground
    4. 24. Teamicide Revisited
      1. Those Damn Posters and Plaques
      2. Overtime: An Unanticipated Side Effect
    5. 25. Competition
      1. Consider an Analogy
      2. Does It Matter? The Importance of Coaching
      3. Teamicide Re-revisited
      4. Mixing Metaphors
    6. 26. A Spaghetti Dinner
      1. Team Effects Beginning to Happen
      2. What’s Been Going On Here?
    7. 27. Open Kimono
      1. Calling In Well
      2. The Getaway Ploy
      3. There Are Rules and We Do Break Them
      4. Chickens with Lips
      5. Who’s in Charge Here?
    8. 28. Chemistry for Team Formation
      1. The Cult of Quality
      2. I Told Her I Loved Her When I Married Her
      3. The Elite Team
      4. On Not Breaking Up the Yankees
      5. A Network Model of Team Behavior
      6. Selections from a Chinese Menu
      7. Putting It All Together
  11. Part V: Fertile Soil
    1. 29. The Self-Healing System
      1. Deterministic and Nondeterministic Systems
      2. The Covert Meaning of Methodology
      3. Methodology Madness
      4. The Issue of Malicious Compliance
      5. The Baby and the Bathwater
      6. The High-Tech Illusion Revisited
    2. 30. Dancing with Risk
      1. Not Running Away from Risk
      2. The One Risk We Almost Never Manage
      3. Why Nonperformance Risks Often Don’t Get Managed
    3. 31. Meetings, Monologues, and Conversations
      1. Neuro-sclerosis
      2. The “Technologically Enhanced” Meeting
      3. Stand-Up Meetings
      4. Basic Meeting Hygiene
      5. Ceremonies
      6. Too Many People
      7. Open-Space Networking
      8. Prescription for Curing a Meeting-Addicted Organization
    4. 32. The Ultimate Management Sin Is . . .
      1. For Instance
      2. Status Meetings Are About Status
      3. Early Overstaffing
      4. Fragmentation Again
      5. Respecting Your Investment
    5. 33. E(vil) Mail
      1. In Days of Yore
      2. Corporate Spam
      3. What Does “FYI” Even Mean?
      4. Is This an Open Organization or a Commune?
      5. Repeal Passive Consent
      6. Building a Spam-less Self-Coordinating Organization
    6. 34. Making Change Possible
      1. And Now, a Few Words from Another Famous Consultant
      2. That’s a Swell Idea, Boss. I’ll Get Right on It.
      3. A Better Model of Change
      4. Safety First
    7. 35. Organizational Learning
      1. Experience and Learning
      2. A Redesign Example
      3. The Key Question About Organizational Learning
      4. The Management Team
      5. Danger in the White Space
    8. 36. The Making of Community
      1. Digression on Corporate Politics
      2. Why It Matters
      3. Pulling Off the Magic
  12. Part VI: It’s Supposed to Be Fun to Work Here
    1. 37. Chaos and Order
      1. Progress Is Our Most Important Problem
      2. Pilot Projects
      3. War Games
      4. Brainstorming
      5. Training, Trips, Conferences, Celebrations, and Retreats
    2. 38. Free Electrons
      1. The Cottage-Industry Phenomenon
      2. Fellows, Gurus, and Intrapreneurs
      3. No Parental Guidance
    3. 39. Holgar Dansk
      1. But Why Me?
      2. The Sleeping Giant
      3. Waking Up Holgar
  13. Index