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+# 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+ * Others are succeeding, you are getting outdated, not using the right programming language, need more automation: technical gains affect just a small part of the total effort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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