. 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 productive academics do a LOT of work in the evenings, since our days get eaten up by paperwork and meetings pretty quickly Yet at the same time, we re encouraged to have work life balance or risk burnout Why isn t the management and the administration making our lives easier Because they re afraid of us and don t trust us, essentially.This book has helped me plan out a few things I will do differently take off my headphones when the background is bearable, be stricter about keeping long uninterrupted blocks of time free to work, mute my phone completely and set the answer message to email me , some ways in which I will approach my colleagues differently realise that our bonding over non work topics isn t goofing off, it s building connections that help us function as a team , and some things I will try approaching my manager about that I won t post here I will probably reread this book every time I change roles and become senior I hope that someday I will be able to do a better job fighting the Furniture Police and creating environments for teams to jell and thrive than any manager I ve ever had In the meantime I ll be recommending this to everyone in a white collar environment. 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 than forty years since his first publication and keeps unknown for a great part of our managers. Got on my wish list via lists, and based on the title Peopleware , I thought it focussed a lot 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 thing That s common sense A lot of other tricks are not really related to practical productivity tips but rather abstract A lot of chapters are devoted to window cubicle placement, noise cancellation etc which is not something I was really interested in.Maybe I just got the wrong expectations It s still a good book to read, but a lot of it can be reduced into the same thing. 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, 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 organizations all around the world I found myself guilty of those same mistakes at bad times as well.I shall re read this book every year and measure how less embarrassed I feel reading it from year to year. . 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 explicit.In general, a good book, and if you re a software engineer or a software engineering manager you should read it, but make sure not to take it as gospel. Two Of The Computer Industry S Most Popular Authors And Lecturers Return With A New Edition Of The Software Management Book That Started A RevolutionWith 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 PerilNow, With A New Preface And Eight New Chapters Expanding The Original Edition By One Third The Authors Enlarge Upon Their Previous Ideas And Add Fresh Insights, Examples, And Potent AnecdotesDiscover Dozens Of Ingenious Tips On How To Put Quality Into A Product Loosen Up Formal Methodologies Fight Corporate Entropy Make It Acceptable To Be UninterruptiblePeopleware Shows You How To Cultivate Teams That Are Healthy And Productive The Answers Aren T Easy Just Incredibly Successful ,. 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 without spending some time together it is really hard to build a team But in this book, I not only found some proof for this thoughts but also many other little things that I may not have realized but which affects everyday work.
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.
- 245 pages
- Peopleware: Productive Projects and Teams
- Tom DeMarco
- 26 August 2017 Tom DeMarco