Cantitate/Preț
Produs

Peopleware

Autor Tom DeMarco, Tim Lister
en Limba Engleză Paperback – 18 iun 2013

In this classic book, the authors demonstrate the major human - not technical - issues of software development and give challenging, but successful answers to the questions of software managers and developers. For this third edition, the authors have added six new chapters and updated the text throughout, bringing it in line with today's development environments and challenges. The book now discusses pathologies of leadership that hadn't previously been judged to be pathological; an evolving culture of meetings; hybrid teams made up of people from seemingly incompatible generations; and a growing awareness that some of our most common tools are more like anchors than propellers. Anyone who needs to manage a software project or software organization will find invaluable advice throughout the book.

Citește tot Restrânge

Preț: 22456 lei

Preț vechi: 28071 lei
-20%

Puncte Express: 337

Preț estimativ în valută:
4302 4660$ 3689£

Carte disponibilă

Livrare economică 18 aprilie-02 mai
Livrare express 04-10 aprilie pentru 2897 lei

Preluare comenzi: 021 569.72.76

Specificații

ISBN-13: 9780321934116
ISBN-10: 0321934113
Pagini: 272
Ilustrații: Illustrations
Dimensiuni: 157 x 234 x 15 mm
Greutate: 0.42 kg
Ediția:Revised
Editura: Addison-Wesley Professional

Descriere

For generations of software managers and team members who want their projects to succeed, Peopleware has earned a place on the short list of indispensable reading. Authors Tom DeMarco and Timothy Lister were the first to recognize the centrality of managing human beings in the software development process -- and to offer profound insights into doing that well. Software legend Joel Spolsky described this book as the “ Anti-Dilbert Manifesto”: it combines humor and wisdom to give practical advice that every software manager and developer can benefit from.
Now, for the first time in 13 years, DeMarco and Lister have updated this legendary classic. In addition to thoughtful updates and reorganization wherever necessary, they’ve added seven valuable new chapters on today’s most important challenges in software project management. Reflecting lengthy personal experience and deep wisdom, DeMarco and Lister bring new insights to:

  • Leadership
  • Managing generational differences
  • Coordinating distributed teams
  • Leading diverse Teams
  • Managing risk
  • Running more effective meetings
  • Using email more effectively

Notă biografică

Tom DeMarco and Timothy Lister are principals of The Atlantic Systems Guild (www.systemsguild.com), a consulting firm specializing in the complex processes of system building, with particular emphasis on the human dimension. Together, they have lectured, written, and consulted internationally since 1979 on management, estimating, productivity, and corporate culture.

 

Tom DeMarco is the author or coauthor of nine books on subjects ranging from development methods to organizational function and dysfunction, as well as two novels and a book of short stories. His consulting practice focuses primarily on expert witness work, balanced against the occasional project and team consulting assignment. Currently enjoying his third year teaching ethics at the University of Maine, he lives in nearby Camden.

 

Timothy Lister divides his time among consulting, teaching, and writing. Based in Manhattan, Tim is coauthor, with Tom, of Waltzing With Bears: Managing Risk on Software Projects (Dorset House Publishing Co., Inc., 2003), and of Adrenaline Junkies and Template Zombies: Understanding Patterns of Project Behavior (Dorset House Publishing Co., Inc., 2008), written with four other principals of The Atlantic Systems Guild. He is a member of the IEEE, the ACM, and the Cutter IT Trends Council, and is a Cutter Fellow.


Cuprins

  • Chapter 1: Somewhere Today, a Project Is Failing
  • Chapter 2: Make a Cheeseburger, Sell a Cheeseburger
  • Chapter 3: Vienna Waits for You
  • Chapter 4: Quality-If Time Permits
  • Chapter 5: Parkinson's Law Revisited
  • Chapter 6: Laetrile
  • Chapter 7: The Furniture Police
  • Chapter 8: "You Never Get Anything Done around Here between 9 and 5."
  • Chapter 9: Saving Money on Space
  • Chapter 10: Brain Time versus Body Time
  • Chapter 11: The Telephone
  • Chapter 12: Bring Back the Door
  • Chapter 13: Taking Umbrella Steps
  • Chapter 14: The Hornblower Factor
  • Chapter 15: Let's Talk about Leadership
  • Chapter 16: Hiring a Juggler
  • Chapter 17: Playing Well with Others
  • Chapter 18: Childhood's End
  • Chapter 19: Happy to Be Here
  • Chapter 20: Human Capital
  • Chapter 21: The Whole Is Greater Than the Sum of the Parts
  • Chapter 22: The Black Team
  • Chapter 23: Teamicide
  • Chapter 24: Teamicide Revisited
  • Chapter 25: Competition
  • Chapter 26: A Spaghetti Dinner
  • Chapter 27: Open Kimono
  • Chapter 28: Chemistry for Team Formation
  • Chapter 29: The Self-Healing System
  • Chapter 30: Dancing with Risk
  • Chapter 31: Meetings, Monologues, and Conversations
  • Chapter 32: The Ultimate Management Sin Is . . .
  • Chapter 33: E(vil) Mail
  • Chapter 34: Making Change Possible
  • Chapter 35: Organizational Learning
  • Chapter 36: The Making of Community
  • Chapter 37: Chaos and Order
  • Chapter 38: Free Electrons
  • Chapter 39: Holgar Dansk