I am working in a small software company, which has grown from 4 to just over 50 employees (1 to 12 developers respectively) in the last 4 years with me being the lead developer/manager of the ...
I had read an interview with a great programmer (it is not in English) and in it he said that "a great programmer can be as 100 times as good as a mediocre one" giving reason for why good programmers ...
In the second edition of PeopleWare, DeMarco and Lister suggest that annual performance and salary reviews foster teamicide because they encourage competition within the team. Spolsky re-iterates this ...
DeMarco and Lister (Peopleware) suggest you create a "cult of quality" within your programming team. Frustratingly, they don't suggest how you go about doing that! Anyone got any thoughts on how to ...
In the influential "Peopleware", DeMarco and Lister state that an organisation that builds a satisfying community will tend to keep it's people. We have about 40 programmers at work. How do we go ...
I have just finished reading Peopleware (DeMarco, Lister) and have researched on Extreme Programming (XP) a little before. As I see it now, the two approaches are almost exclusive to each other. ...
I'm currently reading DeMarco and Lister's Peopleware, and I've been struck (as everyone is) by their comments about noise reduction via using private offices, and the effect this has on productivity. ...
As a result of reading Peopleware, I'm thinking of sending a survey out to our programmers to determine how they feel about their office environment. One obvious question is whether the office is too ...
The IT management classic PeopleWare suggests organised "Code Wars" as a way to boost morale. Has anyone ever put this into practice? How did you do it?
In their influential team leadership book, "Peopleware", DeMarco and Lister suggest that managers should provide "strategic but not tactical direction" for their IT teams. This is intriguing, but ...