Peopleware: Productive Projects and Teams
by
Tom Demarco, Timothy Lister

 
   

 


"Most managers are willing to concede the idea that they've got more people worries than technical worries. But they seldom manage that way."
DeMarco and Lister (p. 28)

-- Reviewed by Raghavendra Gururaj <graghavendra@novell.com>

The good news is that we finally have a great book that addresses issues concerned with people in the software industry. I was thrilled when I completed reading this book the first time and have continued to be just as enthusiastic with each reread. The major problems of our work are not so much technological as sociological in nature. We have all been wrong on this front saying that it is politics that is playing havoc. But the authors explain that it is more sociological in nature than political. I often envy the collective rich experience of the authors.

An important factor that we often don’t get to read about is the style of management required in the software industry. The authors asset (very correctly) that a different style of management is required in a development environment as opposed to a production environment. Some of the classic mistakes managers make when they fail to understand this difference are; setting unrealistic and unattainable deadlines, making people work overtime, searching for a silver bullet, to achieve higher productivity, pleasing the upper management, etc., are all addressed quite impressively. The authors must have seen some near disasters when people have compromised on the personal front by being too involved in the professional matters. This part of the book makes for interesting reading. The authors have also listed some of the false hopes that managers have while managing software projects.

The authors very rightly drive home the point that the manager’s function is not to make people work, but to make it possible for people to work. They lay a strong emphasis in having a healthy, work-conducive environment and more importantly the act of hiring people. The three reasons listed for high turnover is wonderful and I can only guess that people will learn from this. As it is well known that the whole is greater than the sum of the parts, it is very true that a successfully bonded team can overcome enormous obstacles. The points mentioned about bringing such a team into place are quite superb. The authors put across the point that the purpose of a team is not goal attainment but goal alignment. I will only be happy if some managers get up and say that they are in line with what the authors say with respect to the concept of having a team. We could do justice to this epic work by making this book a mandatory reading in all project management courses / studies / training.

In short the book is one of the greatest works about the software industry. The value addition that this book brings to software management is phenomenal, because the book has to do with people, people, and more people who are the biggest assets of the industry. Buy this book, and most importantly read it as many number of times as possible.

 


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