A Software Management Bestseller
--Updated with Eight New Chapters
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About the Book
Two of the computer industry's best-selling authors and lecturers return with a new edition of the software management book that started a revolution.
With humor and wisdom drawn from years of management and consulting experience, DeMarco and Lister demonstrate that the major issues of software development are human, not technical--and that managers ignore them at their peril.
Now, with a new Preface and eight new chapters, the authors enlarge upon their previous ideas and add fresh insights, examples, and anecdotes.
Discover dozens of helpful tips on
putting more quality into a product
loosening up formal methodologies
fighting corporate entropy
making it acceptable to be uninterruptible
Peopleware, 2nd ed. shows you how to cultivate teams that are healthy and productive. The answers aren't easy--just incredibly successful.
Features
Download PDF Flyer and Faxable Order Form
Excerpts Table of Contents
Preface
New Chapter 27, 'Teamicide Revisited'
Index
Interview Read an Interview with the Author
Reviews
'The basic premise of this book is that the people issues involved with the development of software must be taken into account in order to be successfull and productive. This book is geared towards project managers, although in my opinion all developers should read it. The book provides excellent advice for building and managing teams that is based on real-world experience. It also provides intelligent insight into the design of people's work areas, including ergonomic issues and equipment-related advice. A must read for all project managers and most developers.'
--Scott Ambler
www.ambysoft.com
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'Many of the book's recommendations have become watchwords for today's leading-edge companies: providing developers with private offices, turning off the public address system, providing phones that can be set to 'do not disturb,' auditioning software job candidates, and so on. . . . With this influential track record, the new revision of Peopleware is one of the few books I will buy sight unseen.'
--Steve McConnell,
IEEE Software
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'I strongly recommend that you buy one copy of Peopleware for yourself and another copy for your boss. If you are a boss, then buy one for everyone in your department, and buy one for your boss.'
--Ed Yourdon,
American Programmer
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'challenges the modern myth that technology is the cornerstone of productivity. It makes you think about creating a culture that allows people to work (more) effectively.'
--Rose Ann Giordano,
Digital Equipment Corp.
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'addresses the fundamental issues of knowledge worker productivity that managers have for so long ignored.'
--Michael W. Bealmear,
Coopers & Lybrand
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'casts a new light on human behavior in development projects.'
--Tomoo Matsubara,
Hitachi Software Engineering Co.
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'DeMarco and Lister are, at once, entertaining story tellers and astute observers of the project management scene.'
--John H. Taylor,
E.I. du Pont Nemours & Co.
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'The book is an unremitting defense of the people part of the productivity equation, backed by statistics and anecdotes.'
--George Harrar,
Computerworld
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'The light and humorous style of the original is preserved in the
new section. Twelve years after the publication of the first
edition, the lessons presented remain as valid as at the time of
original publication, attesting to the fact that, in general,
managers do not read books about management (or at least do not
learn from them).'
--J.J. Hirschfelder
Computing Reviews
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'If you hire people for their brains, you can't treat them like modular components and expect an able, creative crew to emerge. That's the basic message in Peopleware. . . . fun to read because the authors illustrate their analyses and solutions with war stories drawn from their consulting experience. But this well-researched book is also persuasive because its advice is backed up by firm scholarship.'
--PC World
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'. . . the authors buttress their assertions with empirical data collected from studies involving some 900 programmers and analysts. . . . All of the chapters contain insights and novel approaches that will make readers and managers look at important issues from a new vantage point. . . . Its messages are important, and the book deserves a place on the shelf of every software manager and every software management consultant.'
--T. Capers Jones,
CASE Outlook
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'Lister and [DeMarco] savagely destroy a sizeable chunk of received wisdom, using by turns well-picked example, epigramatic darts, careful reasoning and even data. . . . even if you disagree with what DeMarco and Lister say, you will enjoy how they say it, and you will go away thinking. Get the book and read it. Then give it to your manager. Or, if you dare, your subordinates.'
--Alan Campbell,
Computing, London
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'In addition to being critically important, the book has a rare characteristic: it is fun to read. . . . it provides ideas and information for any systems development manager to help improve the craft of system development.'
--Albert L. LeDuc,
CAUSE/EFFECT
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'It would be an understatement to call this book a must for project managers. In seeking a new job, I would ask my prospective boss what he thought of this book. A positive response would be worth about $5000 in comparing job offers.'
--Rich Cohen
