Peopleware pdf epub mobi txt 电子书 下载 2024


Peopleware

简体网页||繁体网页
Tom DeMarco
Addison-Wesley Professional
2013-6-28
272
USD 39.99
Paperback
9780321934116

图书标签: 英文原版  编程  经典  管理  软件工程  计算机科学  计算机  美国   


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发表于2024-11-27

Peopleware epub 下载 mobi 下载 pdf 下载 txt 电子书 下载 2024

Peopleware epub 下载 mobi 下载 pdf 下载 txt 电子书 下载 2024

Peopleware pdf epub mobi txt 电子书 下载 2024



图书描述

Few books in computing have had as profound an influence on software management as Peopleware. The unique insight of this longtime best seller is that the major issues of software development are human, not technical. They're not easy issues; but solve them, and you'll maximize your chances of success. "Peopleware has long been one of my two favorite books on software engineering. Its underlying strength is its base of immense real experience, much of it quantified. Many, many varied projects have been reflected on and distilled; but what we are given is not just lifeless distillate, but vivid examples from which we share the authors' inductions. Their premise is right: most software project problems are sociological, not technological. The insights on team jelling and work environment have changed my thinking and teaching. The third edition adds strength to strength." - Frederick P. Brooks, Jr., Kenan Professor of Computer Science, University of North Carolina at Chapel Hill, Author of The Mythical Man-Month and The Design of Design "Peopleware is the one book that everyone who runs a software team needs to read and reread once a year. In the quarter century since the first edition appeared, it has become more important, not less, to think about the social and human issues in software develop'ment. This is the only way we're going to make more humane, productive workplaces. Buy it, read it, and keep a stock on hand in the office supply closet." -Joel Spolsky, Co-founder, Stack Overflow "When a book about a field as volatile as software design and use extends to a third edition, you can be sure that the authors write of deep principle, of the fundamental causes for what we readers experience, and not of the surface that everyone recognizes. And to bring people, actual human beings, into the mix! How excellent. How rare. The authors have made this third edition, with its additions, entirely terrific." -Lee Devin and Rob Austin, Co-authors of The Soul of Design and Artful Making For this third edition, the authors have added six new chapters and updated the text throughout, bringing it in line with today's development environments and challenges. For example, the book now discusses pathologies of leadership that hadn't previously been judged to be pathological; an evolving culture of meetings; hybrid teams made up of people from seemingly incompatible generations; and a growing awareness that some of our most common tools are more like anchors than propellers. Anyone who needs to manage a software project or software organization will find invaluable advice throughout the book.

Peopleware 下载 mobi epub pdf txt 电子书

著者简介

Tom DeMarco和Timothy Lister是大西洋系统协会(www.atlsysguild.com)的负责人。从1979起,他们就在一起演讲,写作和从事国际性的咨询工作,主要涉及软件工程、生产力、估算、管理学和公司文化。  Tom DeMarco的职业生涯开始于贝尔实验室,他是结构化分析和设计的创始人之一,之后,他转向研究软件开发中的管理及其方法。他由于“对信息科学的重大贡献”成为1986年的J.-D. Warnier奖的得主。DeMarco总共已出版了六本书,其中项目管理小说《最后期限》(已由清华大学出版社出版)曾被评为亚马逊网上书店和巴诺书店的最佳畅销书。Timothy Lister的研究领域主要集中在对软件组织和项目的风险管理。Tim也为美国仲裁协会工作,负责解决软件争端。他还是美国国防部下设的软件程序经理网络的航空理事会员。


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Peopleware pdf epub mobi txt 电子书 下载
想要找书就要到 小哈图书下载中心
立刻按 ctrl+D收藏本页
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用户评价

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对抗所谓996工作制的思想指导手册。我希望每一个员工和管理者都能仔细阅读这一本书,结合《卓有成效的管理者》,你自己和在你面前的是一个一个活生生的人,他们不是机器!

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而长期跟代码打交道的工程师, 很容易走进的一个误区就是觉得 身边每个人都跟代码一样 一改就改过来了 用管代码的方式管理人 那是不行的 = =

评分

对抗所谓996工作制的思想指导手册。我希望每一个员工和管理者都能仔细阅读这一本书,结合《卓有成效的管理者》,你自己和在你面前的是一个一个活生生的人,他们不是机器!

评分

对抗所谓996工作制的思想指导手册。我希望每一个员工和管理者都能仔细阅读这一本书,结合《卓有成效的管理者》,你自己和在你面前的是一个一个活生生的人,他们不是机器!

评分

而长期跟代码打交道的工程师, 很容易走进的一个误区就是觉得 身边每个人都跟代码一样 一改就改过来了 用管代码的方式管理人 那是不行的 = =

读后感

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评分

1.脑力密集企业最大的投资和资产,是人力。 2.办公室位置布置(根据亲密梯度安排,最里面的区域->个人)&保证研发创意员工的不受干扰(电话)。 3.人才流动越大,带给企业的损耗也越大。 4.打造共同价值的管理文化:对个人来说,除了事业成就,还包括在这个过程中得到的回应...  

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“隔街找钥匙,只因街更亮” ---- 我们关注技术方面的东西而故意忽视人际关系的问题,不是因为它重要,而是因为他更容易。 允许犯错 ---- 团队技术平均水平或许会因采取的任何限制错误的措施而得到改善,但团队社会学却受到了破坏。 团队催化剂 ---- 一些成员的重要性...  

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