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Peopleware: Productive Projects and Teams

Peopleware: Productive Projects and Teams

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  • Create Date：2021-03-10 03:18:12
  • Update Date：2025-09-06
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  • Author：Tom DeMarco
  • ISBN：0321934113
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Summary

Peopleware asserts that most software development projects fail because of failures within the team running them。 This strikingly clear， direct book is written for software development-team leaders and managers， but it's filled with enough commonsense wisdom to appeal to anyone working in technology。 Authors Tom DeMarco and Timothy Lister include plenty of illustrative， often amusing anecdotes; their writing is light， conversational， and filled with equal portions of humor and wisdom， and there is a refreshing absence of "new age" terms and multistep programs。 The advice is presented straightforwardly and ranges from simple issues of prioritization to complex ways of engendering harmony and productivity in your team。 Peopleware is a short read that delivers more than many books on the subject twice its size。

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Reviews

Norent Khy ，

It was refreshing to read about the management perspective of it all。 Some of the ideas in the book seem to clash with ideas from Agile frameworks， but I suspect they refine each other。The book is well-written， where the topics are flow quite well into each other， and they are discussed not too much and not too little。

Jerome Vonk ，

Their ideas are very similar to the way I think about the work environment， so I loved it

Brian Miracle ，

Written from a software development viewpoint， this book in fact has many lessons that are generally applicable to all kinds of creative teams。 The authors discuss various ways in which companies and teams succeed or fail。 Various topics are how to maximize creative flow， leadership， investing in human capital， forming and jelling teams， meetings， addressing risk， and making change possible。 A useful， quick read for team leaders or technical managers。

Steve Westner ，

The book was overly descriptive with little prescriptive advice。 The advice given was often happy path and didn't really get into how to deal with IRL scenarios。 That being said， there was some decent food for thought， particularly towards the and of the book （the first half of the book deals largely with physical work environments e。g。 office space layouts）。 The book was overly descriptive with little prescriptive advice。 The advice given was often happy path and didn't really get into how to deal with IRL scenarios。 That being said， there was some decent food for thought， particularly towards the and of the book （the first half of the book deals largely with physical work environments e。g。 office space layouts）。 。。。more

Daniel Hoffman ，

I enjoyed it a lot。 It elaborates on ideas to best leverage people and groups of people to get to goals in an organization。

Janet Hu ，

A useful book on general management with helpful case studies。 Does not necessarily seem technology specific though。 It refers to development teams， but it’s all high level stuff。 Probably good for those who need to develop better soft skills。 Decent read but there’s nothing groundbreaking。

Kirill Gerke ，

I found this book to be really good， even considering the fact that it is quite old （i think i read 3rd edition）。 If you are just starting to manage other people - this is a must read。 The thing i remember to this day is （the way i reckon it）: "Do not tell people both what and how to do it。" （Unless it is about sex - this is from BBT）。 I found this book to be really good， even considering the fact that it is quite old （i think i read 3rd edition）。 If you are just starting to manage other people - this is a must read。 The thing i remember to this day is （the way i reckon it）: "Do not tell people both what and how to do it。" （Unless it is about sex - this is from BBT）。 。。。more

Steve ，

Classic with great lessons for every style of management

Andrew Maltun ，

Read this in maybe 2016。 Clearing my bookshelf。 Recall it being very good。 Talks about people-centric management styles。 Definitely inspirational。 A little idealistic and academic though and not that pragmatic。 Would have been improved by covering not just how to support and inspire people but how to deal with challenge as well。 Too one-dimensional and unfortunately leadership isn’t all about the fun stuff but it covers the good times very well。 As I recall not just anecdotes but a lot of data t Read this in maybe 2016。 Clearing my bookshelf。 Recall it being very good。 Talks about people-centric management styles。 Definitely inspirational。 A little idealistic and academic though and not that pragmatic。 Would have been improved by covering not just how to support and inspire people but how to deal with challenge as well。 Too one-dimensional and unfortunately leadership isn’t all about the fun stuff but it covers the good times very well。 As I recall not just anecdotes but a lot of data too。 。。。more

Julian Gonzalez ，

Great read on investing in your people within an organization。 Strongly recommend for anyone interested in the managerial path and learning more tips on how to bread a healthy work environment， eliminate factors detrimental to the team， and other methodical concepts to implement within the org that can transform how it operates。 Working in technology， I’ve always sought to live by the code of people， process， technology。 I enjoyed this book because it tapped in strongly to the people side of imp Great read on investing in your people within an organization。 Strongly recommend for anyone interested in the managerial path and learning more tips on how to bread a healthy work environment， eliminate factors detrimental to the team， and other methodical concepts to implement within the org that can transform how it operates。 Working in technology， I’ve always sought to live by the code of people， process， technology。 I enjoyed this book because it tapped in strongly to the people side of improving a company culture。 。。。more

Ivan Kovic ，

This book gets recommended a lot。 It was a quick and easy read。 Authors do not offer many solutions to the problems they talk about in this book。 The value is rather in giving you a new perspective， a new way to evaluate your environment。Problem for me is that most of the stuff is now common sense， so having read the book I don't really feel as if I learned tok many new things。 This book gets recommended a lot。 It was a quick and easy read。 Authors do not offer many solutions to the problems they talk about in this book。 The value is rather in giving you a new perspective， a new way to evaluate your environment。Problem for me is that most of the stuff is now common sense， so having read the book I don't really feel as if I learned tok many new things。 。。。more

Niko ，

Slightly funny to read about problems presented as nearly unsolvable in the days before Agile

Christian ，

still relevant， if not even more relevant。pretty much to the point。

Mohan Vemulapalli ，

Now in its third edition and a long time favorite in the software development and Agile communities this book is applicable and accessible to a much larger audience。 Simply put， if you work with people， read this book。

Denis Koltsov ，

Perfect book for someone who is just starting leading a team — whether part-time， transitioned from another position or being a freshly graduated manager。 Written with compassion and pragmatism。

Giedrius Statkevičius ，

I have recognized quite a lot of sicknesses of the current place where I work at in this book。 I'm not sure what the other reviewers are talking about but the sections about open offices really don't take a lot of space in the book。 I have recognized quite a lot of sicknesses of the current place where I work at in this book。 I'm not sure what the other reviewers are talking about but the sections about open offices really don't take a lot of space in the book。 。。。more

Christoph Kappel ，

If you want to know， how to handle people， management and teams I really recommend reading this book。 I never gave much thought to some of the topics， so it was a bit of an eye opener for me。 Especially， if you aren't part of management。I really enjoyed the part about people and their will to change， I have to remember this for later use。 If you want to know， how to handle people， management and teams I really recommend reading this book。 I never gave much thought to some of the topics， so it was a bit of an eye opener for me。 Especially， if you aren't part of management。I really enjoyed the part about people and their will to change， I have to remember this for later use。 。。。more

Halil ，

Although book shares some timeless advice from the past， it falls short on today's standards。 Woman in tech is mentioned briefly。 Minorities and diversity have not been mentioned at all。 There is an anecdote when a candidate was not hired becuase they thought he wouldn't understand an inside joke。 Although book shares some timeless advice from the past， it falls short on today's standards。 Woman in tech is mentioned briefly。 Minorities and diversity have not been mentioned at all。 There is an anecdote when a candidate was not hired becuase they thought he wouldn't understand an inside joke。 。。。more

Leonid ，

More like 3。5 stars， actually。Some parts are really good， some are pretty obvious， some feel outdated。 On the positive side - the book doesn't drag on， stating same thing in different words over and over。 More like 3。5 stars， actually。Some parts are really good， some are pretty obvious， some feel outdated。 On the positive side - the book doesn't drag on， stating same thing in different words over and over。 。。。more

Buddy2Blogger ，

The best book on People Management I have read so far。 Lots of good ideas here ranging from managing their work spaces to constantly retraining employees to retain them。

Marcin Golenia ，

Fantastic read！ How it is possible that the book 1st edition which appeared in 1987 and after 33 years （although I've read 3rd edition） is still so much up to date with few exceptions？ I am after combo "The Art of Leadership" by Mr。 Lopp and it is an amazing combo！ If you can read "Peopleware" first then Mr。 Lopp book - do it。 You will be amazed at how much of the described strategies Mr。 Lopp just implemented by applying clever behaviors。The book itself is well written， some chapters （a few） ar Fantastic read！ How it is possible that the book 1st edition which appeared in 1987 and after 33 years （although I've read 3rd edition） is still so much up to date with few exceptions？ I am after combo "The Art of Leadership" by Mr。 Lopp and it is an amazing combo！ If you can read "Peopleware" first then Mr。 Lopp book - do it。 You will be amazed at how much of the described strategies Mr。 Lopp just implemented by applying clever behaviors。The book itself is well written， some chapters （a few） are boring - cubicles， telephones on the desk。。。 dress codes。。。 But most of them are just great。The authors made some good points about how any change looks like， describe the problem of innovation in the company， and why we sometimes need rebel leadership and much much more。 It seems that the book targets managers， but as a software engineer I am delighted with what I've learned。 。。。more

Barack Liu ，

276-Peopleware-Tom DeMarc-Management-1987Barack2020/09/27" Peopleware "， first published in the United States in 1987。 Tool books。 It describes the project management in the software development process。Tom DeMarco was born in the United States in 1940。 He has studied at Cornell University， Columbia University， and the University of Paris。 Representative works: " Peopleware "， " The Agile Methods Fray "， etc。Table of ContentChapter 1 Somewhere Today， a Project Is FailingChapter 2 Make a Chees 276-Peopleware-Tom DeMarc-Management-1987Barack2020/09/27" Peopleware "， first published in the United States in 1987。 Tool books。 It describes the project management in the software development process。Tom DeMarco was born in the United States in 1940。 He has studied at Cornell University， Columbia University， and the University of Paris。 Representative works: " Peopleware "， " The Agile Methods Fray "， etc。Table of ContentChapter 1 Somewhere Today， a Project Is FailingChapter 2 Make a Cheeseburger， Sell a CheeseburgerChapter 3 Vienna Waits for YouChapter 4 Quality—If Time PermitsChapter 5 Parkinson's Law RevisitedChapter 6 LaetrileChapter 7 The Furniture PoliceChapter 8 “You Never Get Anything Done Around Here between 9 and 5。”Chapter 9 Saving Money on SpaceIntermezzo Productivity Measurement and Unidentified Flying ObjectsChapter 10 Brain Time versus Body Time" Whatever you name these people-related problems， they're more likely to cause you trouble on your next assignment than all the design， implementation， and methodology issues you'll have to deal with。 That idea is the underlying thesis of this whole book: The major problems of our work are not so much technological as sociological。 ”In a project， people are the most critical part， but the factor of people， unlike other resources， is a standard component。 Different people have different ideas， and people need to cooperate， which is a difficult thing。 How to make better cooperation between people who are different from each other is always a question worth thinking about。“ Human interactions are complicated and never very crisp and clean in their effects， but they matter more than any other aspect of the work。 ”I ended my student status and entered the workplace as a full-time author for the first time in my life。 It has been nearly two months。 In these two months， I have a lot of feelings， but in fact， I still adjust。 For me， one of the most important points is how to deal with colleagues。The communication between colleagues is different from the communication between students。 Perhaps because we are all adults， conflicting interests more， a larger difference in age， and each person's experience is more complex， it can obviously be felt， and colleagues get along， there is a barrier between them。 I haven't found the right balance。 I hope I can find a suitable solution within a year。“ For most thinking workers， making an occasional mistake is a natural and healthy part of their work。 But there can be an almost Biblical association between error on the job and sin。 This is an attitude we need to take specific pains to change。 ”No one does not make mistakes， we are almost impossible to avoid this， we need to focus on thinking that when we make the wrong done later， how to avoid over-indulging in blame being in。 We need to let go of our negative emotions， but calmly and objectively sum up experience and lessons from failures， to provide guidance and reference for future actions。 This is the most critical thing。" Even if kicking people in the backside did boost their short-term productivity， it might not be useful in the long run: There is nothing more discouraging to any worker than the sense that his motivation is inadequate and has to be “supplemented” by that of the boss。 ”If you want to make a person have long-term and continuous improvement motivation， then the source of motivation should come from his heart。 A person's inherent need to have a very strong driving force， to continue work to improve it。If we do something just because someone else asks us to do one thing， we will always be in a passive state。 Maybe we will complete the task given to us because of our sense of responsibility， but we cannot achieve results beyond expectations。" The uniqueness of every worker is a continued annoyance to the manager who has blindly adopted a management style from the production world。 The natural people manager， on the other hand， realizes that uniqueness is what makes project chemistry vital and effective。 It's something to be cultivated。 ”I have some distinctive characteristics in myself， and these characteristics have both good and bad sides。 Some people even like I can accept these features， and some people are disgusted with these characteristics and even disgust。In the future， when I enter a management position， I will face all kinds of people， and they will have all kinds of characteristics。 Then I remind myself need extra attention， not because of a different person or shortcomings in certain areas while ignoring his more valuable strengths and advantages。“ 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。 ”We don't have time to fully understand everyone， so we tend to use some quantitative indicators to evaluate a person。 For some aspects are difficult to quantify， such as communication and expression， may we tend to choose to ignore them。" Everybody knows that and acts accordingly， right？ Wrong。 We are so single-mindedly oriented toward Doing Something， Anything that we spend a scant 5 percent of our time on the combined activities of planning， investigating new methods， training， reading books， estimating， budgeting， scheduling， and allocating personnel。 ”We always tend to prove our worth by doing something。 But sometimes， some unproductive transactions may also be valuable。 For example， take time to think about whether these things are worth doing and whether there is a better way to do them。 These practices do not necessarily directly produce productive activities。 But it may improve our production efficiency， and even we will start to self-examine， what we are doing is not necessarily worthwhile。“ For all the talk about “working smarter，” there is a widespread sense that what real-world management is all about is getting people to work harder and longer， largely at the expense of their personal lives。 Managers are forever tooting their horns about the quantity of overtime their people put in， and the tricks one can use to get even more out of them。 ”Now we often talk about "balance work and life"， but what kind of ratio can achieve this balance？ There is no standard answer to this question， and everyone's situation is different。 The same working hours， in one person， may seem much， but in the other person but may seem less。" But you know when the truth is told， That you can get what you want or you can just get old。 You're going to kick off before you even get halfway through。 When will you realize。。。 Does Vienna wait for you？ "Work is of course an important part of life， but it is not the whole of life。 We get material rewards and spiritual satisfaction from it。 But I often ask myself， when I leave this world， I will not do anything for myself and regret， the answer may not be so obvious， but I still forced myself to think about this question。 The more I think about it， the better I may be aware of the balance between life and work for me and where the boundaries of this balance are。“ Slow down you crazy child， And take the phone off the hook and disappear for a while。 It's all right。 You can afford to lose a day or two。 When will you realize。。。 Does Vienna wait for you？ ”If our normal needs in a certain area are not met， we may seek more compensation in this regard in a vengeful mind in the future。 So on the whole， we may still spend similar or even more time and energy to compensate for the enjoyment of those parts of normal life that are squeezed out by work。I do not like to fight a war of attrition when I developed a strategy or a way of life when I was always in thinking about a problem， whether this way of life can hold continued？ If it is not sustainable， why should I do it for a lifestyle that cannot be sustained for a long time？“ Slow down， you're doing fine， You can't be everything you want to be before your time。 Although it's so romantic on the borderline tonight。 But when will you realize。。。 Does Vienna wait for you？ ”If the direction is right， then the rest is up to time。 We need to have enough patience and perseverance。 The length of effective working hours varies from person to person。 For some people， there may be 6 hours a day to concentrate on doing something。 And the same thing to another， but there may be individuals who prefer 8 hours。And even in the same person， the same is true for different events， we need to understand exactly where their boundaries。 If it exceeds this limit， maybe it is a better choice to put aside the things at hand and come back later。" The realization that one has sacrificed a more important value （family， love， home， youth） for a less important value （work） is devastating。 It makes the person who has unwittingly sacrificed seeks revenge。 He doesn't go to the boss and explain calmly and thoughtfully that things have to change in the future—he just quits， another case of burnout。 One way or the other， he's gone。 ”I went through during the undergraduate and graduate this kind of situation， because the so-called Work and learning needs， ignoring the rest of life， leading me in that I should invest time and energy in the body， they do not spend enough time and effort。When I now look back at the past 7 years of undergraduate and master's career， I realize that this approach does not pay off。 I did not accompany those who are time savings does not apply to effective work and learning。 Those who can be balanced， not because their day had more time， probably because they are more efficient。" The project was a Spanish Theory triumph: Workaholic project members put in endless unpaid overtime hours to push productivity to unheard-of levels。 At the end of the project， virtually the entire development staff quit。 What was the cost of that？ No one ever figured it into the equation。 ”Some things are difficult to quantify and measure。 For example， if we lose an experienced engineer， how much does it cost？ When we adopt a sloppy way， we may lose some other important things。Employees are human and not a machine， we may be able to force the use of reward and punishment mechanism， to force them to devote more time to work。 But we may also lose some valuable talents to the company because of this， and the loss may be incalculable。“ People under time pressure don't work better—they just work faster。 To work faster， they may have to sacrifice the quality of the product and their own work experience。 ”But some theory also mentions the view that the more time you are given to complete the work， the more time you need to spend。 So does the more time we give， the higher the quality of our work？ Is it possible that the stronger the sense of time urgency， the higher our concentration？When the deadline is imminent， we may be able to focus more。 When the deadline insight when， but we lack concentration， and wasted more time。 So where is the assurance of this degree？ 。。。more

Marijan ，

A bit outdated at times but hits the nail on the head in most of the chapters。 I would strongly recommend this for all manager and office workers， especially in the IT industry。

Paulius Subacius ，

（Not so） short summary:Part 1: Managing the human resourceIntro。tIndividuals must trust each other in order to be a productive and effective group。tSociology is a science about behavior of groups of people。1。tProjects rarely fail due to technological reasons。 Most of problems at work is people related。tPeople focus （and blame） technology because its easier （better understood）。 People are complicated。2。tEncourage occasional errors， People should not be afraid to fail。tDon't be afraid to discard b （Not so） short summary:Part 1: Managing the human resourceIntro。tIndividuals must trust each other in order to be a productive and effective group。tSociology is a science about behavior of groups of people。1。tProjects rarely fail due to technological reasons。 Most of problems at work is people related。tPeople focus （and blame） technology because its easier （better understood）。 People are complicated。2。tEncourage occasional errors， People should not be afraid to fail。tDon't be afraid to discard bad work results。 Fixing them is usually more expensive。tThere must be time allocated to brainstorm， think what's needed （drop feature altogether？）， even fool around。 Nobody can allocate 100% time to work effectively。 We also need time to think how to do it better。 3。tWork can not be done out of expense of personal life。 Job is not most important thing in life （far from）。tWhat really will happen if we don't meet the deadline？ Is it worth sacrificing health/resources to achieve it？ Or is it there just to satisfy managers ego？tPeople under time pressure don't work better。 They work faster。 Quality drops significantly。4。tThere is always a conflict between management and builders about what is good enough quality because builders base self esteem on quality， managers are time pressured。tHigh （higher than consumer market demands） quality might be expensive to achieve， but it brings productivity increase and lowers turnover rate which is worth it。5。tParkinson law （builder will fill any amount of time he has to complete a task。） usually doesn't apply to programmers。 No estimations （no pressure） usually results in better productivity。6。tEasy （effortless， often useless） solutions （even expensive） are always more attractive than hard （actually working） solutions。tYou are not missing a magical solution to boost productivity significantly as there's nonetMost system development time is spent on requirements， specifications， system analysis， acceptance tests and not coding。 Care where you are optimizing。Part 2: The office environment9。tSaving money on office will cost you a fortune。10。tTime worked should be measured by uninterrupted hours。 It's not a programmers faut if he gets 1 - 2 uninterrupted hours per week。tNoise and interruptions are preventing employees to use their brains to generate value。12。tOne way to improve office conditions is to make other people start talking about what limits productivity。 Multiple people voices will have more weight。tOffice appearance is not important as long as it's not depressing。 What's important if its convenient， suited for a job。13。tGet the right people， make them happy， get out of their way （and remove obstacles）。Part 3: The right people14。tBeing afraid of non average behaviour （as a manager） signals lack of self confidence。15。tIf you want to lead: ttStep up to the taskttBe fit for the taskttPrepare ahead of timettBring value to everyonettDo it with humour and out of good will。16。tSuccess of a candidate depends more on his person to person communications skills （not person to machine communication skills）。18。 tSuccessful candidate must obey company contract （social rules that everyone respects， ie not being late 10 minutes）。19。tIf management cares about long term goals of organisation， they must know turnover rate and cost of people replace。tPeople leave when they feel like interchangeable part of mechanism that nobody cares （and will to invest） about。20。tSometimes management decisions are pure exercise of power disguised as good intentions。 Expect this but have a limit for all the crap you endure。tBest organizations usually have low turnover rate。 People feel when they are expected to stay （investments: proper onboarding， trainings， good equipment）tTheir culture is build around constantly striving to be the best。tBeing best is long term concern。tPeople should be stupid to even think about leaving your organisation。tIn best companies no job is dead end job - retraining is always an option （to have lower turnover and sense of stable community）。tThe best investment technology company can do is investment in human capital。Part 4: Growing productive teams21。tEvery team need to have a clear goal defined and vision how to reach it。 It's the most important factor of people unification （gelling into team）tFor software development teams - clear business goals， roadmaps， tasks， clearly defined functions of people and responsibility boundaries。tHaving work goals mixed （worse - above） personal goals gives nothing good。 It's terrible and its not "professionalism"。 Its ego and insecurities thing。tThere must be sense of eliteness in team。 They must feel a bit like SWAT， even a little cocky and irritating， but this way they will bring huge value to their manager。23。tIts ok to let people below you do mistakes。 You have to fix them occasionally or if they are critical thought （don't overdo PRs？）tReal team freedom is when they have right to be wrong （have different opinion than manager/architect） and make their own mistakes。tWhen leading or managing large group of engineers you are not responsible for all their decisions。 Let them make mistakes and don't judge yourself for them。tTeam will not jell （grow into productive powerhouse） if manager shows distrust by imposing impossible deadlines （team is not trusted to perform without pressure）， or quality is reduced far beyond team capabilities。24。tPeople generally don't work overtime to get things done。 They do it to avoid gilt if something goes wrong （I did my extra part， they didn't）25。tIn healthy team coaching is normal and expected: A coaches B about x， B coaches A about y， they spend time together to share technical and business knowledge。tPeople feel indebted to someone who coached them （exp personally）。26。tGreat manager provides frequent opportunity for teams to succeed together （without visible manager aid）。27。tTo show trust in your people sometimes accept their work result without checking （Its fine， I know you did it well）。 Then people try hard to gain/keep the trusttGood team is more important than good project。 Same sense of humor glues better than same taste in technologies。tIts ok that team member are experts in different areas。 Lead/manager don't have to be expert in all。 Team gells when team members teach each other。28。tBest managers don't seem to be busy or managing at all。 Things just happen in a good way。tTo feel emotionally satisfied， people need reassurance that they are heading in the right direction。tManager is not a team member。 Team should consist of equal peers。tIts normal in a team to have different people leading different aspects of system development （no need for single leader）。tPermanent leader is no longer a team member as he's not a peer anymore。Part 5: Fertile soil29。tPeople perform better when they try something new （or conditions change）30。tCan do mentality （exp forced on people） does not replace risk management。 Deadline is not a personal challenge。 Delivery of it is not proof of excellence33。tManagers job is not to coordinate， but to help people learn self coordinate。 If manager over coordinates， people tend to under coordinate （same with other groups - friends， families， etc）34。tPeople hate change。 Don't force people to change （if they don't want it） if you don't want to be hated for it。35。tNeed of community is essential for any healthy human。 In modern cities we have to find our small communities， workplace is one such community。36。tPhilosophy according to Aristotle: Metaphysics， Logic， Ethics， Politics， Esthetics。tWhat you will remember in your deathbed are the things that really matter in life。 It's not some deadline of product x。 Important things that make you happy usually involve people and being nice to them。Part 6: It's supposed to be fun to work here37。tMost people really like when lead/manager gives them some small amount of chaos to fix （easy fast rewards - sense of usefulness， general improvement of environment， being proud of helping， learning new stuff）。tChaos which frustrates should be minimized （messy deployments， req changes， clumsy build tools）。 Constructive chaos should be encouraged （pilot projects， guild days， retreats， war games）tDon't try to many new tech at once in pilot。 Respect existing standards。tPeople generally enjoy getting out of office。 Going out to silly adventure might bond the team better than war games。39。tUsually one person will not be able to change an aspect of organization， but he can be a catalyst to make changes happen if everyone agrees on problem。 。。。more

Rahul Krishnan ，

Thought provoking read for managing the biggest assets for any business it’s “people”。 Takes a dig at common misconceptions like “open office and related interruptions”， “misuse of parkinsons law”， “quality is free”， “overuse of Methodologies for command & control”， “hierarchical teams”。 Worrying that most of these misconceptions exists in our organisations even after decades after the book was published。

Jalal ，

The book brings up common human related issues in tech companies along with real life examples and a decent sense of humor。I will call it a must read for every software engineer。

MB ，

Interesting read。 Definitely say a lot of the examples reflected in my orgs， both in good and bad ways。

Yacine Mahdid ，

Peopleware is full of practical insight from consultants that knows their subject matter。 The chapters are short and straight to the point。 The topics are explained in such a way that it is difficult not to feel the emotion of the authors （e。g。 the office space section was pretty intense）。Some might find the tone not professional enough for a management book， but I've found it fitting。 The whole book revolve around the societal nature of the tech industry work and the needs for a less rigid fram Peopleware is full of practical insight from consultants that knows their subject matter。 The chapters are short and straight to the point。 The topics are explained in such a way that it is difficult not to feel the emotion of the authors （e。g。 the office space section was pretty intense）。Some might find the tone not professional enough for a management book， but I've found it fitting。 The whole book revolve around the societal nature of the tech industry work and the needs for a less rigid framework around the workers。 The book being free-form， lean while staying relatable to everyone from salesman to software developer hit the right spot。 。。。more

zoagli ，

Timelessly brilliant。 Every sentence is a boon。 And it’s amazing how agile you can be without even mentioning the word once。（OK， I cheated a little here。 The word “agile” appears exactly once， in the chapter about organizational learning。）

Jay Booth ，

Main TakeawaysTreat people like people not softwareMost problems that arise in a work environment are sociological/the fault of the managerAiry aphorisms， outdated （no mentions of agile） was written before the 90sLots of discussion about office layout which is old hat and not really managementSays there's no silver bullet， only really discusses ways to manage wrong Main TakeawaysTreat people like people not softwareMost problems that arise in a work environment are sociological/the fault of the managerAiry aphorisms， outdated （no mentions of agile） was written before the 90sLots of discussion about office layout which is old hat and not really managementSays there's no silver bullet， only really discusses ways to manage wrong 。。。more

Reference

google book https://www.google.com/search?tbm=bks&q=Peopleware: Productive Projects and Teams

hathitrust digital library https://babel.hathitrust.org/cgi/ls?q1=Peopleware: Productive Projects and Teams&field1=ocr&a=srchls&ft=ft&lmt=ft

The British Library https://bll01.primo.exlibrisgroup.com/discovery/search?query=any,contains,Peopleware: Productive Projects and Teams&tab=LibraryCatalog&search_scope=Not_BL_Suppress&vid=44BL_INST:BLL01&lang=en&offset=0