内容简介

本书被誉为“对美国软件业影响**的一本书”，是软件管理领域的传奇经典。全书从管理人力资源、创建健康的办公环境、雇用并留用正确的人、形成高效团队、改造企业文化和快乐工作等多个角度阐释了如何思考和管理软件开发过程中的**问题――人（而不是技术），从而高效地管理项目和团队。

作者简介

Tom DeMarco 和 Timothy Lister 是 The Atlantic Systems Guild 公司的负责人，该公司专门从事高度复杂的组织结构的咨询业务，特别强调人在整个组织结构中的重要性。自 1979 年以来，他们一起就管理、评估、生产力和企业文化等内容进行了一系列演讲，撰写了大量相关文章，并为众多企业提供了咨询服务。Tom DeMarco 和 Timothy Lister 是 The Atlantic Systems Guild 公司的负责人，该公司专门从事高复杂度的组织结构的咨询业务，特别强调人在整个组织结构中的重要性。自 1979 年以来，他们一起就管理、评估、生产力和企业文化等内容进行了一系列演讲，撰写了大量相关文章，并为众多企业提供了咨询服务。

目录

目录ContentsPreface xvAbout the Authors xviiPart I Managing the Human Resource 1Chapter 1 Somewhere Today， a Project Is Failing 3The Name of the Game 4The High-Tech Illusion 5Chapter 2 Make a Cheeseburger， Sell a Cheeseburger 7A Quota for Errors 8Management： The Bozo Definition 8The People Store 9A Project in Steady State Is Dead 10We Haven’t Got Time to Think about This Job，Only to Do It 11Chapter 3 Vienna Waits for You 13Spanish Theory Management 13And Now a Word from the Home Front 14There Ain’t No Such Thing as Overtime 15Workaholics 15Productivity： Winning Battles and Losing Wars 16Reprise 17Chapter 4 Quality―If Time Permits 19The Flight from Excellence 20Quality Is Free， But ． ． ． 22Power of Veto 23Chapter 5 Parkinson’s Law Revisited 25Parkinson’s Law and Newton’s Law 25You Wouldn’t Be Saying This If You’d EverMet Our Herb 26Some Data from the University of New South Wales 27Variation on a Theme by Parkinson 29Chapter 6 Laetrile 31Lose Fat While Sleeping 31The Seven Sirens 32This Is Management 34Part II The Office Environment 35Chapter 7 The Furniture Police 37The Police Mentality 38The Uniform Plastic Basement 38Chapter 8 “You Never Get Anything Done around Herebetween 9 and 5．” 41A Policy of Default 42Coding War Games： Observed Productivity Factors 43Individual Differences 44Productivity Nonfactors 45You May Want to Hide This from Your Boss 46Effects of the Workplace 47What Did We Prove? 48Chapter 9 Saving Money on Space 49A Plague upon the Land 50We Interrupt This Diatribe to Bring You a Few Facts 51Workplace Quality and Product Quality 52A Discovery of Nobel Prize Significance 53Hiding Out 54Intermezzo Productivity Measurement and UnidentifiedFlying Objects 57Gilb’s Law 58But You Can’t Afford Not to Know 59Measuring with Your Eyes Closed 59Chapter 10 Brain Time versus Body Time 61Flow 61An Endless State of No-Flow 62Time Accounting Based on Flow 63The E-Factor 64A Garden of Bandannas 65Thinking on the Job 65Chapter 11 The Telephone 67Visit to an Alternate Reality 67Tales from the Crypt 69A Modified Telephone Ethic 70Incompatible Multitasking 71Chapter 12 Bring Back the Door 73The Show Isn’t Over Till the Fat Lady Sings 73The Issue of Glitz 74Creative Space 75Vital Space 76Breaking the Corporate Mold 77Chapter 13 Taking Umbrella Steps 79Alexander’s Concept of Organic Order 80Patterns 82The First Pattern： Tailored Work Space from a Kit 84The Second Pattern： Windows 84The Third Pattern： Indoor and Outdoor Space 87The Fourth Pattern： Public Space 87The Pattern of the Patterns 88Return to Reality 88Part III The Right People 91Chapter 14 The Hornblower Factor 93Born versus Made 93The Uniform Plastic Person 94Standard Dress 95Code Word： Professional 96Corporate Entropy 96Chapter 15 Let’s Talk about Leadership 99Leadership as a Work-Extraction Mechanism 99Leadership as a Service 100Leadership and Innovation 101Leadership： The Talk and the Do 102Chapter 16 Hiring a Juggler 103The Portfolio 104Aptitude Tests (Erghhhh) 105Holding an Audition 105Chapter 17 Playing Well with Others 109First， the Benefits 109Food Magic 110Yes， But ． ． ． 110Chapter 18 Childhood’s End 113Technology―and Its Opposite 113Continuous Partial Attention 114Articulate the Contract 114Yesterday’s Killer App 115Chapter 19 Happy to Be Here 117Turnover： The Obvious Costs 117The Hidden Costs of Turnover 118Why People Leave 120A Special Pathology： The Company Move 120The Mentality of Permanence 122Chapter 20 Human Capital 125How About People? 126So Who Cares? 127Assessing the Investment in Human Capital 127What Is the Ramp-Up Time for an Experienced Worker? 129Playing Up to Wall Street 130Part IV Growing Productive Teams 131Chapter 21 The Whole Is Greater Than the Sum of the Parts 133Concept of the Jelled Team 133Management by Hysterical Optimism 134The Guns of Navarone 135Signs of a Jelled Team 136Teams and Cliques 137Chapter 22 The Black Team 139The Stuff of Which Legends Are Made 139Pitiful Earthlings， What Can Save You Now? 140Footnote 141Chapter 23 Teamicide 143Defensive Management 144Bureaucracy 146Physical Separation 146Fragmentation of Time 147The Quality-Reduced Product 147Phony Deadlines 148Clique Control 149Once More Over the Same Depressing Ground 149Chapter 24 Teamicide Revisited 151Those Damn Posters and Plaques 151Overtime： An Unanticipated Side Effect 152Chapter 25 Competition 155Consider an Analogy 155Does It Matter? The Importance of Coaching 156Teamicide Re-revisited 157Mixing Metaphors 158Chapter 26 A Spaghetti Dinner 159Team Effects Beginning to Happen 159What’s Been Going On Here? 160Chapter 27 Open Kimono 161Calling In Well 161The Getaway Ploy 163There Are Rules and We Do Break Them 164Chickens with Lips 165Who’s in Charge Here? 165Chapter 28 Chemistry for Team Formation 167The Cult of Quality 168I Told Her I Loved Her When I Married Her 169The Elite Team 169On Not Breaking Up the Yankees 171A Network Model of Team Behavior 171Selections from a Chinese Menu 172Putting It All Together 172Part V Fertile Soil 173Chapter 29 The Self-Healing System 175Deterministic and Nondeterministic Systems 175The Covert Meaning of Methodology 176Methodology Madness 177The Issue of Malicious Compliance 179The Baby and the Bathwater 179The High-Tech Illusion Revisited 180Chapter 30 Dancing with Risk 183Not Running Away from Risk 183The One Risk We Almost Never Manage 184Why Nonperformance Risks Often Don’t Get Managed 185Chapter 31 Meetings， Monologues， and Conversations 187Neuro-sclerosis 187The “Technologically Enhanced” Meeting 188Stand-Up Meetings 188Basic Meeting Hygiene 189Ceremonies 189Too Many People 190Open-Space Networking 190Prescription for Curing a Meeting-AddictedOrganization 191Chapter 32 The Ultimate Management Sin Is ． ． ． 193For Instance 193Status Meetings Are About Status 194Early Overstaffing 194Fragmentation Again 196Respecting Your Investment 197Chapter 33 E(vil) Mail 199In Days of Yore 199Corporate Spam 200What Does “FYI” Even Mean? 200Is This an Open Organization or a Commune? 201Repeal Passive Consent 201Building a Spam-less Self-Coordinating Organization 202Chapter 34 Making Change Possible 203And Now， a Few Words from Another FamousConsultant 203That’s a Swell Idea， Boss． I’ll Get Right on It． 205A Better Model of Change 206Safety First 208Chapter 35 Organizational Learning 211Experience and Learning 211A Redesign Example 212The Key Question About Organizational Learning 213The Management Team 214Danger in the White Space 215Chapter 36 The Making of Community 217Digression on Corporate Politics 218Why It Matters 219Pulling Off the Magic 220Part VI It’s Supposed to Be Fun to Work Here 221Chapter 37 Chaos and Order 223Progress Is Our Most Important Problem 223Pilot Projects 224War Games 226Brainstorming 228Training， Trips， Conferences， Celebrations， and Retreats 228Chapter 38 Free Electrons 231The Cottage-Industry Phenomenon 231Fellows， Gurus， and Intrapreneurs 232No Parental Guidance 233Chapter 39 Holgar Dansk 235But Why Me? 235The Sleeping Giant 236Waking Up Holgar 237