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Peopleware: Productive Projects and Teams, 3rd edition

Peopleware: Productive Projects and Teams, 3rd edition

BRAND: PEARSON
Publisher:
PEARSON
Author:
Tom DeMarco, Tim Lister
Edition:
(June 18, 2013) © 2013
eBook ISBN:
9780133440737
Print ISBN:
9780321934116
Type:
1 Year Subscription. Dành cho Cá nhân
eBook edition. 1 Year Subscription. Dành cho Cá nhân | Trường ĐH, Nhóm, Thư Viện: Gọi 0915920514 để báo giá Pearson, Vital Source eBook hoặc mua Sách In
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Trong cuốn sách kinh điển này, các tác giả chứng minh các vấn đề chính về con người - không phải kỹ thuật - trong phát triển phần mềm và đưa ra những câu trả lời đầy thách thức nhưng thành công cho các câu hỏi của các nhà quản lý và phát triển phần mềm. Đối với ấn bản này, các tác giả đã bổ sung thêm sáu chương mới và cập nhật nội dung xuyên suốt, giúp nó phù hợp với môi trường và thách thức phát triển ngày nay. Bây giờ cuốn sách thảo luận về các bệnh lý của khả năng lãnh đạo mà trước đây chưa được đánh giá là bệnh lý; một nền văn hóa hội họp đang phát triển; các đội lai gồm những người thuộc các thế hệ dường như không tương thích nhau; và nhận thức ngày càng tăng rằng một số công cụ phổ biến nhất của chúng ta giống những chiếc mỏ neo hơn là cánh quạt. Bất kỳ ai cần quản lý một dự án phần mềm hoặc tổ chức phần mềm sẽ tìm thấy những lời khuyên vô giá xuyên suốt cuốn sách.
  1. Preface xvAbout the Authors xvii Part I: Managing the Human Resource1
  2. Chapter 1: Somewhere Today, a Project Is Failing 3The Name of the Game 4The High-Tech Illusion 5
  3. Chapter 2: Make a Cheeseburger, Sell a Cheeseburger 7A Quota for Errors 8Management: The Bozo Definition 8The People Store 9A Project in Steady State Is Dead 10We Haven’t Got Time to Think about This Job, Only to Do It 11
  4. Chapter 3: Vienna Waits for You 13Spanish Theory Management 13And Now a Word from the Home Front 14There Ain’t No Such Thing as Overtime 15Workaholics 15Productivity: Winning Battles and Losing Wars 16Reprise 17
  5. Chapter 4: Quality—If Time Permits 19The Flight from Excellence 20Quality Is Free, But . . . 22Power of Veto 23
  6. Chapter 5: Parkinson’s Law Revisited 25Parkinson’s Law and Newton’s Law 25You Wouldn’t Be Saying This If You’d Ever Met Our Herb 26Some Data from the University of New South Wales 27Variation on a Theme by Parkinson 29
  7. Chapter 6: Laetrile 31Lose Fat While Sleeping 31The Seven Sirens 32This Is Management 34 Part II: The Office Environment 35
  8. Chapter 7: The Furniture Police 37The Police Mentality 38The Uniform Plastic Basement 38
  9. Chapter 8: “You Never Get Anything Done around Here between 9 and 5.” 41A Policy of Default 42Coding War Games: Observed Productivity Factors 43Individual Differences 44Productivity Nonfactors 45You May Want to Hide This from Your Boss 46Effects of the Workplace 47What Did We Prove? 48
  10. Chapter 9: Saving Money on Space 49A Plague upon the Land 50We Interrupt This Diatribe to Bring You a Few Facts 51Workplace Quality and Product Quality 52A Discovery of Nobel Prize Significance 53Hiding Out 54 Intermezzo: Productivity Measurement and Unidentified Flying Objects 57Gilb’s Law 58But You Can’t Afford Not to Know 59Measuring with Your Eyes Closed 59
  11. Chapter 10: Brain Time versus Body Time 61Flow 61An Endless State of No-Flow 62Time Accounting Based on Flow 63The E-Factor 64A Garden of Bandannas 65Thinking on the Job 65
  12. Chapter 11: The Telephone 67Visit to an Alternate Reality 67Tales from the Crypt 69A Modified Telephone Ethic 70Incompatible Multitasking 71
  13. Chapter 12: Bring Back the Door 73The Show Isn’t Over Till the Fat Lady Sings 73The Issue of Glitz 74Creative Space 75Vital Space 76Breaking the Corporate Mold 77
  14. Chapter 13: Taking Umbrella Steps 79Alexander’s Concept of Organic Order 80Patterns 82The First Pattern: Tailored Work Space from a Kit 84The Second Pattern: Windows 84The Third Pattern: Indoor and Outdoor Space 87The Fourth Pattern: Public Space 87The Pattern of the Patterns 88Return to Reality 88 Part III: The Right People 91
  15. Chapter 14: The Hornblower Factor 93Born versus Made 93The Uniform Plastic Person 94Standard Dress 95Code Word:Professional96Corporate Entropy 96
  16. Chapter 15: Let’s Talk about Leadership 99Leadership as a Work-Extraction Mechanism 99Leadership as a Service 100Leadership and Innovation 101Leadership: The Talk and the Do 102
  17. Chapter 16: Hiring a Juggler 103The Portfolio 104Aptitude Tests (Erghhhh) 105Holding an Audition 105
  18. Chapter 17: Playing Well with Others 109First, the Benefits 109Food Magic 110Yes, But . . . 110
  19. Chapter 18: Childhood’s End 113Technology—and Its Opposite 113Continuous Partial Attention 114Articulate the Contract 114Yesterday’s Killer App 115
  20. Chapter 19: Happy to Be Here 117Turnover: The Obvious Costs 117The Hidden Costs of Turnover 118Why People Leave 120A Special Pathology: The Company Move 120The Mentality of Permanence 122
  21. Chapter 20: Human Capital 125How About People? 126So Who Cares? 127Assessing the Investment in Human Capital 127What Is the Ramp-Up Time for an Experienced Worker? 129Playing Up to Wall Street 130 Part IV: Growing Productive Teams 131
  22. Chapter 21: The Whole Is Greater Than the Sum of the Parts 133Concept of the Jelled Team 133Management by Hysterical Optimism 134The Guns of Navarone 135Signs of a Jelled Team 136Teams and Cliques 137
  23. Chapter 22: The Black Team 139The Stuff of Which Legends Are Made 139Pitiful Earthlings, What Can Save You Now? 140Footnote 141
  24. Chapter 23: Teamicide 143Defensive Management 144Bureaucracy 146Physical Separation 146Fragmentation of Time 147The Quality-Reduced Product 147Phony Deadlines 148Clique Control 149Once More Over the Same Depressing Ground 149
  25. Chapter 24: Teamicide Revisited 151Those Damn Posters and Plaques 151Overtime: An Unanticipated Side Effect 152
  26. Chapter 25: Competition 155Consider an Analogy 155Does It Matter? The Importance of Coaching 156Teamicide Re-revisited 157Mixing Metaphors 158
  27. Chapter 26: A Spaghetti Dinner 159Team Effects Beginning to Happen 159What’s Been Going On Here? 160
  28. Chapter 27: Open Kimono 161Calling In Well 161The Getaway Ploy 163There Are Rules and We Do Break Them 164Chickens with Lips 165Who’s in Charge Here? 165
  29. Chapter 28: Chemistry for Team Formation 167The Cult of Quality 168I Told Her I Loved Her When I Married Her 169The Elite Team 169On Not Breaking Up the Yankees 171A Network Model of Team Behavior 171Selections from a Chinese Menu 172Putting It All Together 172 Part V: Fertile Soil 173
  30. Chapter 29: The Self-Healing System 175Deterministic and Nondeterministic Systems 175The Covert Meaning of Methodology 176Methodology Madness 177The Issue of Malicious Compliance 179The Baby and the Bathwater 179The High-Tech Illusion Revisited 180
  31. Chapter 30: Dancing with Risk 183Not Running Away from Risk 183The One Risk We Almost Never Manage 184Why Nonperformance Risks Often Don’t Get Managed 185
  32. Chapter 31: Meetings, Monologues, and Conversations 187Neuro-sclerosis 187The “Technologically Enhanced” Meeting 188Stand-Up Meetings 188Basic Meeting Hygiene 189Ceremonies 189Too Many People 190Open-Space Networking 190Prescription for Curing a Meeting-Addicted Organization 191
  33. Chapter 32: The Ultimate Management Sin Is . . . 193For Instance 193Status Meetings Are About Status 194Early Overstaffing 194Fragmentation Again 196Respecting Your Investment 197
  34. Chapter 33: E(vil) Mail 199In Days of Yore 199Corporate Spam 200What Does “FYI” Even Mean? 200Is This an Open Organization or a Commune? 201Repeal Passive Consent 201Building a Spam-less Self-Coordinating Organization 202
  35. Chapter 34: Making Change Possible 203And Now, a Few Words from Another Famous Consultant 203That’s a Swell Idea, Boss. I’ll Get Right on It. 205A Better Model of Change 206Safety First 208
  36. Chapter 35: Organizational Learning 211Experience and Learning 211A Redesign Example 212The Key Question About Organizational Learning 213The Management Team 214Danger in the White Space 215
  37. Chapter 36: The Making of Community 217Digression on Corporate Politics 218Why It Matters 219Pulling Off the Magic 220 Part VI: It’s Supposed to Be Fun to Work Here 221
  38. Chapter 37: Chaos and Order 223Progress Is Our Most Important Problem 223Pilot Projects 224War Games 226Brainstorming 228Training, Trips, Conferences, Celebrations, and Retreats 228
  39. Chapter 38: Free Electrons 231The Cottage-Industry Phenomenon 231Fellows, Gurus, and Intrapreneurs 232No Parental Guidance 233
  40. Chapter 39: Holgar Dansk 235But Why Me? 235The Sleeping Giant 236Waking Up Holgar 237 Index239
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