Move cliff's notes to blog website

1 files changed, 272 insertions, 0 deletions

diff --git a/blog/content/notes/cliffs/peopleware.gmi b/blog/content/notes/cliffs/peopleware.gmi
new file mode 100644
index 00000000..d7dee8de
--- /dev/null
+++ b/blog/content/notes/cliffs/peopleware.gmi
@@ -0,0 +1,272 @@
+# Peopleware
+
+## I. Managing the human resource
+
+People are different from software.
+
+### 1. Somewhere today, a project is failing
+
+* 15% of all projects deliver nothing.
+* 25% for projects >25 work/years
+* Not for technical reasons, "politics" => sociology
+
+### 2. Make a cheeseburger, sell a cheeseburger
+
+* Errors should be encouraged
+* A project objective is to be ended. Therefore, a project is never steady. Therefore, a project is always changing and there is no steady state
+* Need to think more about "why" this task needs to be done rather than how the task must be done
+
+### 3. Vienna waits for you
+
+* Spanish Theory Management: increase productivity by extracting more work for the $
+* Mechanizing development, lowering quality, standardizing procedure reduces enjoyment of work
+
+### 4. Quality-if time permits
+
+* Self-esteem makes people emotional
+* Self-esteem is tied to the quality of our work
+* Deadlines conflict with quality
+* Manager: Market wants time-to-market over quality
+* Builders: want to match their past best achieved quality, more than what the market wants
+* But quality is a means to productivity
+
+### 5. Parkinson's law revisited
+
+* "Work expands to fill the time allocated for it"
+* Parkinson was a humorist
+* Motivated people do not want to work forever in the same task
+* The team can motivate people better than the manager
+* Productivity by task estimator. No estimate > Systems analyst (unbiased expert) > Programmer > Programmer + supervisor > Supervisor
+* Bureaucratic work does expand
+
+### 6. Laetrile
+
+People are desperate to increase productivity, fall to the seven sirens, seven false hopes of software management 
+
+* Missed something obvious: no
+* Others are succeeding, you are getting outdated, not using the right programming language, need more automation: technical gains affect just a small part of the total effort
+* Need to get to the bottom of the backlog: bottom of the backlog is worthless
+* Workers need more pressure
+
+## II. The office environment
+
+It's hard to increase productivity, but easy to decrease it
+
+### 7. The Furniture Police
+
+Optimizing for cost, and uniformity is not productive
+
+### 8. You never get anything done around here between 9 and 5
+
+Top performers work in quieter, more private, with less interruption, bigger spaces
+
+### 9. Saving money on space
+
+Cost of workplace is a small past of cost of worker
+
+### Intermezzo. Productivity measurement and unidentified flying objects
+
+* Gilb's Law: Anything you need to quantify can be measured in some way that is superior to not measuring it at all
+* Individual productivity should only be measured by the invidivual
+
+### 10. Brain time versus body time
+
+Interruptions are expensive
+
+### 11. The telephone
+
+Ensure people attend their email with reasonable frequency (3/day) to allow prioritizing non-interrupting communication
+
+### 12. Bring back the door
+
+People work better in quiet environments
+
+### 13. Taking umbrella steps
+
+* Developers should design the working environment
+* Windows
+* Provide outdoor space, public space
+
+## III. The right people
+
+Get the right people, make them happy, let them work
+
+### 14. The Hornblower factor
+
+* Difficult to improve people, choose well
+* Appearances << capabilities
+* Do not hire for uniformity in the company
+* No dress codes
+
+### 15. Hiring a juggler
+
+* Interviews are about performing, not talking
+* Portfolios
+* Aptitude tests are not for hiring, they are for self-assessment
+* Audition on topic related to work selected by the candidate
+
+### 16. Happy to be here
+
+* Turnover is expensive and leads to short term planning => needs quick promotions, leads to inexperienced people doing the building
+* Company moves are the worst
+* Good companies *retrain*
+
+### 17. The self-healing system
+
+* Humans can improvise, automated process cannot
+* Big M Methodologies automate: a) No improvisation, so must grow to cover all cases b) Lots of documents
+* Big M Methodologies take responsibilities away from people into the Methodology
+* Big M Methodologies lead to malicious compliance- follow the Methodology even if it has bad outcomes
+* Convergence of methods is good, easier to onboard, etc.
+* Achieve convergence of methods by training, tooling and peer review, without forcing a Methodology
+* Hawthorne Effect: people perform better when trying new approaches
+* Do new things on every project to benefit from the Hawthorne Effect
+* But have a 10-page max. standard
+
+## IV. Growing productive teams
+
+Teams working as one on a challenge are the objective. Help the team form
+
+### 18. The whole is greater than the sum of the parts
+
+* Jell: a jelled team is more than the sum of its members. Jelled teams enjoy the work
+* Jelled teams have a common objective, low turnover, strong sense of identity, feel elite, join ownership of product, enjoyment
+
+### 19. The black team
+
+* The black team tested other teams code.
+* The black team outlived the original members
+* Identity: dressed in black, some evil mustaches, mystique
+
+### 20. Teamicide
+
+You can't make a team jell, but you can prevent it from jellying:
+
+* Defensive management: preventing people from making mistakes. If the team cannot do the job, they cannot do the job.
+* Bureaucracy
+* Physical separation
+* Fragmentation of people's time: the team must be together most of the time
+* Quality reduction of the product: quality jells a team
+* Phony deadlines
+* Clique control (preventing the team for working together in further projects)
+
+### 21. A spaghetti dinner
+
+* Small successes lead to bigger successes
+* Perform small projects, demos, etc.
+
+### 22. Open kimono
+
+* Trust the team
+* Get them out of the office
+* Let skunkworks projects happen
+* Let people choose their peers and project
+* Natural authority by being competent
+
+### 23. Chemistry for team formation
+
+Some organizations have environments that favor team formation
+
+Managers do not seem busy nor manage a lot, they maintain the chemistry
+
+Chemistry building:
+
+* Cult of quality
+* I told her I loved her when I married her. Provide closure to each task. Small tasks for frequent closure
+* The Elite Team. Allow and grant uniqueness.
+* On not breaking up the yankees.
+* A network model of team behavior. Managers are not part of the team. Occasional leaders inside the team
+* Selections from a Chinese menu. Do not have a uniform team
+
+## V. It's supposed to be fun to work here
+
+### 24. Chaos and order
+
+Constructive reintroduction of small amounts of disorder:
+
+* Pilot projects. All projects as pilots, but limit experimentation
+* War games
+* Brainstorming
+* Provocative training experiences
+* Training, trips, conferences, celebrations, and retreats.
+
+### 25. Free electrons
+
+Some people should be left to work at what they want
+
+### 26. Holgar Dansk
+
+A "sleeping giant" can oppose any bad change
+
+## VI. Son of Peopleware
+
+### 27. Teamicide revisited
+
+* Those damn posters. Motivational posters tell obvious things people already know. It is demeaning
+* Overtime: An unanticipated side effect. If someone is exent of overtime, it is even more damaging
+
+### 28. Competition
+
+Internal competition inhibits jell, Prevents internal coaching. Can come from:
+
+* Annual salary or merit reviews
+* Management by objectives
+* Praise of certain workers for extraordinary accomplishment
+* Awards, prizes, bonuses tied to performance
+* Performance measurement in almost any form
+
+Musical ensembles are better metaphors of good development teams than sport teams. Individual sport teams members can have differing valoration from the rest of the team
+
+### 29. Process improvement programs
+
+* Standardized interfaces are good, standardized processes are not
+* Goal is a good product, not building it efficiently
+* Good products are risky projects, process improvement avoids risky projects
+* Better teams do more complex projects, more risk
+
+### 30. Making change possible
+
+People fear change
+
+Degrees of fear to change:
+
+* Blindly loyal (ask no questions)
+* Believers but questioners: skeptics (show me), passive observers (what's in it for me?), opposed (fear of change), opposed (fear of loss of power), militantly opposed (will undermine and destroy)
+
+Blindly loyal can abandon a change for a newer one. Only Believers but questioners can be allies to a change. Work with them to make change successful
+
+
+elebrate the old system
+
+Phases of change
+
+* Introduce foreign element/catalyst
+* Chaos
+* Transforming idea (finding the "correct training"/correct way to adopt change)
+* Practice & Integration
+* New status quo
+
+People need to feel safe for change, there should be room for some failure
+
+### 31. Human capital
+
+* Money spent of people is only lost if they leave
+* Replacing someone is expensive
+
+### 32. Organizational learning
+
+* Organizations can only learn if people stay for a long time
+* Organizations learn when middle management works together without competition and without reporting to upper management
+
+### 33. The ultimate management sin is...
+
+Wasting people's time:
+
+* Being late for meetings, blocking meetings, inviting people who don't need to be there
+* Status reporting meetings
+* Early overstaffing (and leads to fragmenting time of people)
+
+### 34. The making of community
+
+* Aristotelian politics is building communities, extending ethics to a group
+* Creatin