Peopleware
About this book
DeMarco and Lister argue that most projects fail for sociological reasons rather than technical ones, and they spend the book on the conditions that let people think. Chapters deal with office noise and interruption, the real cost of turnover, why overtime rarely buys output, and how a team gels or fails to. Their coding war games data on the relationship between workspace quality and performance is still quoted decades later. The third edition adds material on distributed working, hybrid teams and the effects of open plan layouts. Useful for anyone who controls a budget or a floor plan and wants to know where the productivity actually goes.
Description via Product Digest.
Topics
Related concepts
- The project manager on an adaptive teamWhere the project manager's accountability goes when a team is self managing and the work is ordered by somebody else, and what the role does that nobody else on an adaptive team is doing.
- Building a high performing teamHow a group of competent people becomes a team, through the stages of forming, storming, norming, performing and adjourning, and the psychological safety that lets it happen.
- Virtual and distributed teamsWhat distance actually takes away from a team, and the deliberate practices that put some of it back.