[閱讀筆記] 腦力密集產業的人才管理之道 Peopleware

中文書名: 腦力密集產業的人才管理之道
原文書名: Peopleware - Productive Projects and Teams
作者: Tom DeMarco, Timothy Lister
Date: 1999.2.1 (2nd edition)

本書的中譯本為:《腦力密集產業的人才管理之道》。原文本

從人性的角度來探討project management和team management的issues。

隨著相關經驗的增長,回過頭來檢視作者給的箴言,可以發現作者是實務派,所給的建議非常地實際,能夠切中問題的核心。

PART I: Managing the Human Resource

Chapter 1 Somewhere today, a project is failing

Because we work in teams and projects and other tightly knit working groups, we are mostly in the human communication business.

Chapter 2 Make a cheeseburger, sell a cheeseburger

Uniqueness is what makes project vital and effective.

Murphy: 彼得杜拉克在《有效的管理者》一書中亦強調「用人之所長」。

The entire focus of project management should be the dynamics of the development effort.

The catalyst is important because the project is always in a state of flux.

Someone who can help a project to jell is worth two people who just do work.

Suggestions

There ought to be some provision for

brainstorming
investigating new methods
figuring out how to avoid doing some of the subtasks
reading
training
and just goofing off.

Murphy: 3M及Google給予員工10%~20%的時間自由做自己想做的事。

Chapter 3 Vienna waits for you

Murphy: "Vienna waits for you"是Billy Joel的歌。

Overtime is almost always followed by undertime.

People under time pressure don't work better; they just work faster.

In order to work faster, they may have to sacrifice

the quality of the product
and job satisfaction.

Chapter 4 Quality - if time permits

We all tend to tie our self-esteem strongly to the quality of the product we produce -- not the quantity.

Suggestions

Let the project team has an effective power of veto over delivery of what they believe to be a not-yet-ready product.

veto: the exercise of the right to reject something.

Chapter 5 Parkinson's law revisited

Parkinson's Law: work expands so as to fill the time available for its completion.

Parkinson's Law is for bureaucracies;
almost certainly doesn't apply to software teams.

Suggestions

Programmers seem to be a bit more productive when they can do the estimate themselves.

Chapter 6 Laetrile

The manager's function is not to make people work, but to make it possible for people to work.