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Peopleware: productive projects and teams
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Table of Contents
From the Book - Third edition.
Preface --
About the Authors --
Part I. Managing the Human Resource --
Chapter 1. Somewhere Today, a Project Is Failing --
The Name of the Game --
The High-Tech Illusion --
Chapter 2. Make a Cheeseburger, Sell a Cheeseburger --
A Quota for Errors --
Management: The Bozo Definition --
The People Store --
A Project in Steady State Is Dead --
We Haven't Got Time to Think about This Job, Only to Do It --
Chapter 3. Vienna Waits for You --
Spanish Theory Management --
And Now a Word from the Home Front --
There Ain't No Such Thing as Overtime --
Workaholics --
Productivity: Winning Battles and Losing Wars --
Reprise --
Chapter 4. Quality-If Time Permits --
The Flight from Excellence --
Quality Is Free, But & hellip; --
Power of Veto --
Chapter 5. Parkinson's Law Revisited --
Parkinson's Law and Newton's Law --
You Wouldn't Be Saying This If You'd Ever Met Our Herb --
Some Data from the University of New South Wales --
Variation on a Theme by Parkinson --
Chapter 6. Laetrile --
Lose Fat While Sleeping --
The Seven Sirens --
This Is Management --
Part II. The Office Environment --
Chapter 7. The Furniture Police --
The Police Mentality --
The Uniform Plastic Basement --
Chapter 8. "You Never Get Anything Done around Here between 9 and 5." --
A Policy of Default --
Coding War Games: Observed Productivity Factors --
Individual Differences --
Productivity Nonfactors --
You May Want to Hide This from Your Boss --
Effects of the Workplace --
What Did We Prove? --
Chapter 9. Saving Money on Space --
A Plague upon the Land --
We Interrupt This Diatribe to Bring You a Few Facts --
Workplace Quality and Product Quality --
A Discovery of Nobel Prize Significance --
Hiding Out --
Intermezzo Productivity Measurement and Unidentified Flying Objects --
Gilb's Law --
But You Can't Afford Not to Know --
Measuring with Your Eyes Closed --
Chapter 10. Brain Time versus Body Time --
Flow --
An Endless State of No-Flow --
Time Accounting Based on Flow --
The E-Factor --
A Garden of Bandannas --
Thinking on the Job --
Chapter 11. The Telephone --
Visit to an Alternate Reality --
Tales from the Crypt --
A Modified Telephone Ethic --
Incompatible Multitasking --
Chapter 12. Bring Back the Door --
The Show Isn't Over Till the Fat Lady Sings --
The Issue of Glitz --
Creative Space --
Vital Space --
Breaking the Corporate Mold --
Chapter 13. Taking Umbrella Steps --
Alexander's Concept of Organic Order --
Patterns --
The First Pattern: Tailored Work Space from a Kit --
The Second Pattern: Windows --
The Third Pattern: Indoor and Outdoor Space --
The Fourth Pattern: Public Space --
The Pattern of the Patterns --
Return to Reality --
Part III. The Right People --
Chapter 14. The Hornblower Factor --
Born versus Made --
The Uniform Plastic Person --
Standard Dress --
Code Word: Professional --
Corporate Entropy --
Chapter 15. Let's Talk about Leadership --
Leadership as a Work-Extraction Mechanism --
Leadership as a Service --
Leadership and Innovation --
Leadership: The Talk and the Do --
Chapter 16. Hiring a Juggler --
The Portfolio --
Aptitude Tests (Erghhhh) --
Holding an Audition --
Chapter 17. Playing Well with Others --
First, the Benefits --
Food Magic --
Yes, But & hellip; --
Chapter 18. Childhood's End --
Technology-and Its Opposite --
Continuous Partial Attention --
Articulate the Contract --
Yesterday's Killer App --
Chapter 19. Happy to Be Here --
Turnover: The Obvious Costs --
The Hidden Costs of Turnover --
Why People Leave --
A Special Pathology: The Company Move --
The Mentality of Permanence --
Chapter 20. Human Capital --
How About People? --
So Who Cares? --
Assessing the Investment in Human Capital --
What Is the Ramp-Up Time for an Experienced Worker? --
Playing Up to Wall Street --
Part IV. Growing Productive Teams --
Chapter 21. The Whole Is Greater Than the Sum of the Parts --
Concept of the Jelled Team --
Management by Hysterical Optimism --
The Guns of Navarone --
Signs of a Jelled Team --
Teams and Cliques --
Chapter 22. The Black Team --
The Stuff of Which Legends Are Made --
Pitiful Earthlings, What Can Save You Now? --
Footnote --
Chapter 23. Teamicide --
Defensive Management --
Bureaucracy --
Physical Separation --
Fragmentation of Time --
The Quality-Reduced Product --
Phony Deadlines --
Clique Control --
Once More Over the Same Depressing Ground --
Chapter 24. Teamicide Revisited --
Those Damn Posters and Plaques --
Overtime: An Unanticipated Side Effect --
Chapter 25. Competition --
Consider an Analogy --
Does It Matter? The Importance of Coaching --
Teamicide Re-revisited --
Mixing Metaphors --
Chapter 26. A Spaghetti Dinner --
Team Effects Beginning to Happen --
What's Been Going On Here? --
Chapter 27. Open Kimono --
Calling In Well --
The Getaway Ploy --
There Are Rules and We Do Break Them --
Chickens with Lips --
Who's in Charge Here? --
Chapter 28. Chemistry for Team Formation --
The Cult of Quality --
I Told Her I Loved Her When I Married Her --
The Elite Team --
On Not Breaking Up the Yankees --
A Network Model of Team Behavior --
Selections from a Chinese Menu --
Putting It All Together --
Part V. Fertile Soil --
Chapter 29. The Self-Healing System --
Deterministic and Nondeterministic Systems --
The Covert Meaning of Methodology --
Methodology Madness --
The Issue of Malicious Compliance --
The Baby and the Bathwater --
The High-Tech Illusion Revisited --
Chapter 30. Dancing with Risk --
Not Running Away from Risk --
The One Risk We Almost Never Manage --
Why Nonperformance Risks Often Don't Get Managed --
Chapter 31. Meetings, Monologues, and Conversations --
Neuro-sclerosis --
The "Technologically Enhanced" Meeting --
Stand-Up Meetings --
Basic Meeting Hygiene --
Ceremonies --
Too Many People --
Open-Space Networking --
Prescription for Curing a Meeting-Addicted Organization --
Chapter 32. The Ultimate Management Sin Is & hellip; --
For Instance --
Status Meetings Are About Status --
Early Overstaffing --
Fragmentation Again --
Respecting Your Investment --
Chapter 33. E(vil) Mail --
In Days of Yore --
Corporate Spam --
What Does "FYI" Even Mean? --
Is This an Open Organization or a Commune? --
Repeal Passive Consent --
Building a Spam-less Self-Coordinating Organization --
Chapter 34. Making Change Possible --
And Now, a Few Words from Another Famous Consultant --
That's a Swell Idea, Boss. HI Get Right on It --
A Better Model of Change --
Safety First --
Chapter 35. Organizational Learning --
Experience and Learning --
A Redesign Example --
The Key Question About Organizational Learning --
The Management Team --
Danger in the White Space --
Chapter 36. The Making of Community --
Digression on Corporate Politics --
Why It Matters --
Pulling Off the Magic --
Part VI. It's Supposed to Be Fun to Work Here --
Chapter 37. Chaos and Order --
Progress Is Our Most Important Problem --
Pilot Projects --
War Games --
Brainstorming --
Training, Trips, Conferences, Celebrations, and Retreats --
Chapter 38. Free Electrons --
The Cottage-Industry Phenomenon --
Fellows, Gurus, and Intrapreneurs --
No Parental Guidance --
Chapter 39. Holgar Dansk --
But Why Me? --
The Sleeping Giant --
Waking Up Holgar --
Index.
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ISBN
9780321934116
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