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Peopleware: Productive Projects and Teams Paperback – Import, 1 February 1999

by Tom DeMarco (Author), Timothy Lister (Author)

4.6 117 ratings

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Demarco and Lister demonstrate that the major issues of software development are human, not technical. Their answers aren't easy--just incredibly successful. New second edition features eight all-new chapters. Softcover. Previous edition: c1987. DLC: Management.

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Print length

245 pages
Language

English
Publisher

Dorset House Publishing Co Inc.,U.S.
Publication date

1 February 1999
Dimensions

15.88 x 1.91 x 23.5 cm
ISBN-10

0932633439
ISBN-13

978-0932633439
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Product details

Publisher ‏ : ‎ Dorset House Publishing Co Inc.,U.S.; 2nd edition (1 February 1999)
Language ‏ : ‎ English
Paperback ‏ : ‎ 245 pages
ISBN-10 ‏ : ‎ 0932633439
ISBN-13 ‏ : ‎ 978-0932633439
Item Weight ‏ : ‎ 458 g
Dimensions ‏ : ‎ 15.88 x 1.91 x 23.5 cm

Best Sellers Rank: #983,821 in Books (See Top 100 in Books)
- #1,299 in Human Resources
- #1,303 in Business Entrepreneurship Textbooks
- #2,337 in Software Design & Engineering

Customer Reviews:
4.6 117 ratings

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Timothy Lister

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Top reviews from other countries

Fernando Bernardino

Phenomenal and timeless analysis on human psychology applied to Software Development

Reviewed in the United Kingdom on 16 June 2018

Verified Purchase

It is simply phenomenal. Impressive how the authors were able to do a clear analysis on a fuzzy subject as people on software development. The first edition was written decades ago and yet many companies do the same mistakes over and over again. We are the weakest link in Software Development.

Sean Kelly

An absolute must-read!

Reviewed in the United States on 16 December 1999

Verified Purchase

I cannot overstate just how great this book is!
DeMarco and Lister don't mess around. They go right to the heart of project and team management and tell you exactly what makes one company succeed while so many others fail: it's not technology, it's people.
With reckless abandon, they attack cubicles, dress codes, telephones, hiring policies, and company core hours and demonstrate how managers who are not insecure about their positions, who shelter their employees from corporate politics, who, in short, make it possible for people to work are the ones who complete projects and whose employees have fun doing so. The authors use no-nonsense writing, statistical evidence, and even humorous anecdotes to drive their points home.
While the first edition was as appropriate to today's corporate cultures as it ever was, the authors have added analysis of some of the latest trends in management in this new second edition, and show what's good and what's not. The update includes coverage of the dangers of constant overtime, the stupidity of motivational posters, the side effects of process improvement programs, how to make change possible, and the costs of turnover. As with the rest of the book, all topics receive thorough and thoughtful treatment.
Although the book is weighed heavily towards software engineering projects, you'll find that much of what DeMarco and Lister say apply to projects where creativity and analytical skills are required. If you're a manager of such a project, consider this book required reading before you do anything else today. If you're a team member on such a project, buy a copy for your boss, and an extra one for your boss's boss.
One final note: I'd wager that Scott Adams, creator of Dilbert, must use this book as inspiration for his comic strip. Dilbert's encounters with his moronic boss and idiotic company policies seem to come right from the pages of Peopleware's advice on what not to do.

77 people found this helpful

Chris R

Accurate and enlightening

Reviewed in the United Kingdom on 10 June 2013

Verified Purchase

I bought this on a whim and I'm glad I did. The book advocates giving knowledge workers space and quiet to allow the to focus. Their points completely agrees with my own experience.

Allen Vander Meulen

Better the second time around!

Reviewed in the United States on 12 December 2006

Verified Purchase

I read the first edition of this book about 10 years ago, and recently purchased and read this second edition. The book is a real eye-opener, exploding many myths about what it takes to make a team successful.

"Peopleware" is a classic work in its field, and is an easy read - not too long, clearly and engagingly written, relies on well-told anecdotes based on the author's own experiences, and is solidly packed with practical and useful advice. Tables, facts and charts supporting the book's themes are well presented, and the authors are careful to not go beyond what the facts support.

In the second edition, a sixth section, "Son of Peopleware", was added, consisting of 8 new chapters of material expanding on the original edition in light of what the authors have learned in the years since.

The central theme of this book is that teams are not machines, but are composed of people: the human element must always be considered, if not highly valued, to maximize not only your team's productivity and individual team-member job satisfaction (as well as your own), but to maximize your team's value to the organization as a whole. That the title starts with "Peopleware" is no mistake.

Anyone who manages teams in a business environment, regardless of the industry they are in, should read this book.

Hats off to Tom Demarco and Timothy Lister: great job!

4 people found this helpful

Erik Gfesser

Somewhat disappointing but still worth a read

Reviewed in the United States on 4 November 2007

Verified Purchase

Providing an overall rating for this book was extremely difficult, and writing this book review was not an easy task. This difficulty is due to the nature of "Peopleware". This DeMarco work enjoys what appears to be a solid 5-star rating, and to some degree this is a very reasonable collective assessment. Without discussing at length all of the reasons I think this book should instead be assigned less than 5-stars, I think my reasons fall into two categories: (1) the original work was penned in 1987, and due to the industry pervasiveness of many of the ideas presented by the authors, a lot of the material can no longer be considered extraordinary, and (2) the cohesiveness of each chapter and the flow from chapter to chapter is less than optimal - in other words, it is a bit choppy. Now I realize that there exist many in the software industry that can gain great strides in their respective workplaces by reading this book and understanding how best to apply the provided advice, which is why I give this work 4-stars rather than 3-stars, but I must say that I was just disappointed by all the hype about this book, from a year-2007 perspective. And simple math obviously will conclude that 20 years have passed since the original publication. The 8 new chapters added by the authors in 1999 really do not communicate many ground-shaking ideas. In my opinion, Chapter 33 is the only one of these new chapters that personally provided me any insight. And the premise of this lone chapter is simply that "the ultimate management sin is wasting people's time". The simplistic line graphs that accompany this chapter provide some substance to the discussion about project staffing, but again this chapter still seems to be geared toward individuals who do not bother to keep up with the insight shared in industry periodicals. Despite all of these drawbacks, however, there are some strong areas of the book that are worth reading by all software industry professionals. These strong areas are more comparable to the content of timeless classics like "The Mythical Man Month", "Waltzing with Bears" (also by DeMarco and Lister), or "Death March" (see my reviews for all of these books), and are worth reading even if just to provide discussion starters within your organization. These chapters include "Vienna Waits for You" on working smarter and project deadline pressures, "Quality-if Time Permits" where the authors state that "Quality, far beyond that required by the end user, is a means to higher productivity", "Parkinson's Law Revisited" on estimations and productivity, "You Never Get Anything Done Around Here Between 9 and 5", "Brain Time Versus Body Time" on understanding the work day of a technology worker, "The Self-Healing System" on process, and "Teamicide" and "Open Kimono" on team jell. Realize that there are 34 chapters in this book. The bottom line is that this book on productive projects and teams, targeted at a software industry audience - although perhaps not overly impressive from a holistic perspective - is still heartily recommended.

6 people found this helpful

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