3 edition. Addison-Wesley Professional, 2013. — 272 p.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 MakingFor 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.AnnotationPart I: Managing the Human Resource 1. Somewhere Today, a Project Is Failing 2. Make a Cheeseburger, Sell a Cheeseburger 3. Vienna Waits for You 4. Quality—If Time Permits 5. Parkinson’s Law Revisited 6. LaetrilePart II: The Office Environment 7. The Furniture Police 8. “You Never Get Anything Done around Here between 9 and 5.” 9. Saving Money on Space 10. Brain Time versus Body Time 11. The Telephone 12. Bring Back the Door 13. Taking Umbrella StepsPart III: The Right People 14. The Hornblower Factor 15. Let’s Talk about Leadership 16. Hiring a Juggler 17. Playing Well with Others 18. Childhood’s End 19. Happy to Be Here 20. Human CapitalPart IV: Growing Productive Teams 21. The Whole Is Greater Than the Sum of the Parts 22. The Black Team 23. Teamicide 24. Teamicide Revisited 25. Competition 26. A Spaghetti Dinner 27. Open Kimono 28. Chemistry for Team FormationPart V: Fertile Soil 29. The Self-Healing System 30. Dancing with Risk 31. Meetings, Monologues, and Conversations 32. The Ultimate Management Sin Is . . . 33. E(vil) Mail 34. Making Change Possible 35. Organizational Learning 36. The Making of CommunityPart VI: It’s Supposed to Be Fun to Work Here 37. Chaos and Order 38. Free Electrons 39. Holgar Dansk
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