Few books in computing have had as profound an influence on
software management as Peopleware. The unique insight of this
longtime best seller is that the major issues of software
development are human, not technical. They're not easy issues; but
solve them, and you'll maximize your chances of success.
"Peopleware has long been one of my two favorite books on software
engineering. Its underlying strength is its base of immense real
experience, much of it quantified. Many, many varied projects have
been reflected on and distilled; but what we are given is not just
lifeless distillate, but vivid examples from which we share the
authors' inductions. Their premise is right: most software project
problems are sociological, not technological. The insights on team
jelling and work environment have changed my thinking and teaching.
The third edition adds strength to strength." - Frederick P.
Brooks, Jr., Kenan Professor of Computer Science, University of
North Carolina at Chapel Hill, Author of The Mythical Man-Month and
The Design of Design "Peopleware is the one book that everyone who
runs a software team needs to read and reread once a year. In the
quarter century since the first edition appeared, it has become
more important, not less, to think about the social and human
issues in software develop?ment. This is the only way we're going
to make more humane, productive workplaces. Buy it, read it, and
keep a stock on hand in the office supply closet." -Joel Spolsky,
Co-founder, Stack Overflow "When a book about a field as volatile
as software design and use extends to a third edition, you can be
sure that the authors write of deep principle, of the fundamental
causes for what we readers experience, and not of the surface that
everyone recognizes. And to bring people, actual human beings, into
the mix! How excellent. How rare. The authors have made this third
edition, with its additions, entirely terrific." -Lee Devin and Rob
Austin, Co-authors of The Soul of Design and Artful Making 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. For example, 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.
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