Move cliff's notes to blog website

1 files changed, 0 insertions, 264 deletions

diff --git a/cliffs_notes/peopleware.md b/cliffs_notes/peopleware.md
deleted file mode 100644
index 1264791f..00000000
--- a/cliffs_notes/peopleware.md
+++ /dev/null
@@ -1,264 +0,0 @@
-# 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-  * Others are succeeding, you are getting outdated, not using the right programming language, need more automation: technical gains affect just a small part of the total effort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 
-  * No improvisation, so must grow to cover all cases
-  * 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
-* Celebrate 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
\ No newline at end of file