A Coggle Diagram about growing productive teams, The Office (Workplace Design), Spanish and English theory of Productivity management, Better performance (“Their better performance can be explained entirely by their more effective ways of handling people, modifying the workplace and corporate culture, and implementing some of the measures that we’ll discuss in Parts II through VI.”
Excerpt From: Tom DeMarco. “Peopleware: Productive Projects and Teams, Third Edition (Fahad Batla's Library).” iBooks. , Productivity nonfactors: language, years of experience, number of defects, salary and “So, for instance, the better half of a sample will do a given job in less than half the time the others take; the more defect-prone half will put in more than two thirds of the defects, and so on.”
Excerpt From: Tom DeMarco. “Peopleware: Productive Projects and Teams, Third Edition (Fahad Batla's Library).” iBooks. ), Hiring people (“The business we’re in is more sociological than technological, more dependent on workers’ abilities to communicate with each other than their abilities to communicate with machines. So the hiring process needs to focus on at least some sociological and human communication traits.”
, “The aptitude tests we’ve seen are mostly left-brain oriented. That’s because the typical things new hires do are performed largely in the left brain. The things they do later on in their career, however, are to a much greater degree right-brain activities. Management, in particular, requires holistic thinking, heuristic judgment, and intuition based upon experience. So the aptitude test may give you people who perform better in the short term, but are less likely to succeed later on. Maybe you should use an aptitude test but hire only those who fail it.” and “But in the best organizations, the short term is not the only thing that matters. What matters more is being best. And that’s a long-term concept.
People tend to stay at such companies because there is a widespread sense that you are expected to stay. The company invests hugely in your personal growth. There may be a Master’s program or an extensive training period for new hires, as much as a year in some places. It’s hard to miss the message that you are expected to stay, when the company has just invested that much in your formation.”
Excerpt From: Tom DeMarco. “Peopleware: Productive Projects and Teams, Third Edition (Fahad Batla's Library).” iBooks. ), programmers are thinking workers, meetings (“This is just basic math, but worth saying: The cost of the meeting is directly proportional to the number attending. One of our clients, an Apple manager, makes a point of releasing at least “one person at the start of each meeting. She allows the released person a chance to make a quick statement. She makes it clear that her choice of who gets released is not the person’s relative uselessness, rather it is the importance of the work he or she will be doing instead of sitting in. The savings of a single person released are probably not huge, but the message the release sends is hard to miss.” and “A real working meeting is called when there is a real reason for all the people invited to think through some matter together. The purpose of the meeting is to reach consensus. ”), Instincts and values (A man's character is dominated by a small number of basic instincts - survival, self esteem, territory...When strog emotions are aroused it's an indication that one of the brain's instinctive values has been threatened. At work the cause is usually self-esteem.), project's sociology, chaos (“a policy of constructive reintroduction of small amounts of disorder.”
Excerpt From: Tom DeMarco. “Peopleware: Productive Projects and Teams, Third Edition (Fahad Batla's Library).” iBooks. ), Fostering an atmosphere that doesn't allow for error simply makes people defensive, the team sociology suffers. The opposite approach would be to encourage people to make errors, change (“ I’m sorry, but people really, truly hate change. That’s the problem: They’re not rejecting a particular change on its merits; they’re rejecting any change. And that’s because people hate change.” ”
), The right people (“Get the right people.
• Make them happy so they don’t want to leave.Turn them loose.”
), “Anything you need to quantify can be measured in some way that is superior to not measuring it at all.”
Excerpt From: Tom DeMarco. “Peopleware: Productive Projects and Teams, Third Edition (Fahad Batla's Library).” iBooks. , some people function as catalysts, they help communication and make people feel better in the team, this person is worth two people who just do the work, the natural people manager realizes that uniqueness is what makes project chemistry vital and effective and nonmodular character of human resource