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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seven false hopes of software management - * Missed something obvious: no - * Others are succeeding, you are getting outdated, not using the right programming language, need more automation: technical gains affect just a small part of the total effort - * Need to get to the bottom of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
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