出版社: Dorset House
副标题: Productive Projects & Teams 2nd Edition: Productive Projects and Teams
出版年: 1999-2-1
页数: 245
定价: GBP 26.99
装帧: Paperback
ISBN: 9780932633439
内容简介 · · · · · ·
Summed up in one sentence, Peopleware says this: give smart people physical space, intellectual responsibility and strategic direction. DeMarco and Lister advocate private offices and windows. They advocate creating teams with aligned goals and limited non-team work. They advocate managers finding good staff and putting their fate in the hands of those staff. The manager's func...
Summed up in one sentence, Peopleware says this: give smart people physical space, intellectual responsibility and strategic direction. DeMarco and Lister advocate private offices and windows. They advocate creating teams with aligned goals and limited non-team work. They advocate managers finding good staff and putting their fate in the hands of those staff. The manager's function, they write, is not to make people work but to make it possible for people to work.
Why is Peopleware so important to Microsoft and a handful of other successful companies? Why does it inspire such intense devotion amongst the elite group of people who think about software project management for a living? Its direct writing and its amusing anecdotes win it friends. So does its fundamental belief that people will behave decently given the right conditions. Then again, lots of books read easily, contain funny stories and exude goodwill. Peopleware's persuasiveness comes from its numbers - from its simple, cold, numerical demonstration that improving programmers' environments will make them more productive.
The numbers in Peopleware come from DeMarco and Lister's Coding War Games, a series of competitions to complete given coding and testing tasks in minimal time and with minimal defects. The Games have consistently confirmed various known facts of the software game. For instance, the best coders outperform the ten-to-one, but their pay seems only weakly linked to their performance. But DeMarco and Lister also found that the best-performing coders had larger, quieter, more private workspaces. It is for this one empirical finding that Peopleware is best known.
(As an aside, it's worth knowing that DeMarco and Lister tried to track down the research showing that open-plan offices make people more productive. It didn't exist. Cubicle makers just kept saying it, without evidence - a technique Peopleware describes as "proof by repeated assertion".)
Around their Coding Wars data, DeMarco and Lister assembled a theory: that managers should help programmers, designers, writers and other brainworkers to reach a state that psychologists call "flow" - an almost meditative condition where people can achieve important leaps towards solving complex problems. It's the state where you start work, look up, and notice that three hours have passed. But it takes time - perhaps fifteen minutes on average - to get into this state. And DeMarco and Lister that today's typical noisy, cubicled, Dilbertesque office rarely allows people 15 minutes of uninterrupted work. In other words, the world is full of places where a highly-paid and dedicated programmer or creative artist can spend a full day without ever getting any hard-core work. Put another way, the world is full of cheap opportunities for people to make their co-workers more productive, just by building their offices a bit smarter.
A decade and a half after Peopleware was written, and after the arrival of a new young breed of IT companies called Web development firms, it would be nice to think DeMarco and Lister's ideas have been widely adopted. Instead, they remain widely ignored. In an economy where smart employees can increasingly pick and choose, it will be interesting to see how much longer this ignorance can continue.
Peopleware的创作者
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Tom DeMarco 作者
作者简介 · · · · · ·
Tom DeMarco和Timothy Lister是大西洋系统协会(www.atlsysguild.com)的负责人。从1979起,他们就在一起演讲,写作和从事国际性的咨询工作,主要涉及软件工程、生产力、估算、管理学和公司文化。 Tom DeMarco的职业生涯开始于贝尔实验室,他是结构化分析和设计的创始人之一,之后,他转向研究软件开发中的管理及其方法。他由于“对信息科学的重大贡献”成为1986年的J.-D. Warnier奖的得主。DeMarco总共已出版了六本书,其中项目管理小说《最后期限》(已由清华大学出版社出版)曾被评为亚马逊网上书店和巴诺书店的最佳畅销书。Timothy Lister的研究领域主要集中在对软件组织和项目的风险管理。Tim也为美国仲裁协会工作,负责解决软件争端。他还是美国国防部下设的软件程序经理网络的航空理事会员。
喜欢读"Peopleware"的人也喜欢 · · · · · ·
Peopleware的书评 · · · · · · ( 全部 59 条 )
好书|笔记|同时推荐德鲁克
这篇书评可能有关键情节透露
这本书的内容的组织上比较让人抓不住头绪——每一章、每一节都让人觉得鞭辟入里,但整体上很难给人把握住。如果让我概括性总结一下,我觉得是:开发中对人的‘管理’重于对技术的管理,这种‘管理’重在‘理’而不是‘管’,这种管理的核心理念是尊重开发人员、让开发人员‘快... (展开)明明己經是快要是三十年前的觀點,現在竟然還是那麼多公司學不會呀…
发挥个人的能力才是最关键的
这篇书评可能有关键情节透露
事情起源于动态语言和静态语言之争,最后争论焦点转移到:「相信人本身的能力重要, 还是通过语言/工具来约束人重要」。 我认为项目开发中最重要的是个人能力和团队协作能力,工具只是加分项。 如果代码质量差、监控难、性能难以优化,解决根本问题的关键还是在人身上。 并不是... (展开)> 更多书评 59篇
论坛 · · · · · ·
在这本书的论坛里发言这本书的其他版本 · · · · · · ( 全部10 )
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谁读这本书? · · · · · ·
二手市场
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- 在豆瓣转让 有383人想读,手里有一本闲着?
订阅关于Peopleware的评论:
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1 有用 我亲爱的偏执狂 2011-09-14 00:34:23
是坨好书,有很多观点看了心有戚戚焉。。愤世嫉俗不管用,看看能改变什么吧。。
0 有用 丸子(^.^)v 2019-04-21 03:59:15
而长期跟代码打交道的工程师, 很容易走进的一个误区就是觉得 身边每个人都跟代码一样 一改就改过来了 用管代码的方式管理人 那是不行的 = =
0 有用 Maverick@Walden 2014-06-06 12:49:26
Idiosyncrasies of team productivity loss and solutions.
0 有用 ellajma 2008-12-07 17:06:33
recommended by code horror
0 有用 F | Wagon 2019-01-20 20:47:29
补
0 有用 -R- 2021-05-30 13:33:09
比The mythical man-month 好读多了(后者作者还蛮喜欢掉书袋)。 这本书是一系列文章的合集,大概是说,组成团队的人以及团队工作的环境才是觉得成败的关键因素,而不是流程或自上而下的管理。有蛮多值得去深入思考和实践的点。
0 有用 丸子(^.^)v 2019-04-21 03:59:15
而长期跟代码打交道的工程师, 很容易走进的一个误区就是觉得 身边每个人都跟代码一样 一改就改过来了 用管代码的方式管理人 那是不行的 = =
0 有用 霸王龙吃土豆 2019-02-23 12:33:51
早点读到就好了
0 有用 F | Wagon 2019-01-20 20:47:29
补
0 有用 呼啦 2018-03-28 17:08:58
做IT相关的应该更有共鸣