Peopleware
Productive Projects and Teams

Partial ContentsPart I: Managing The Human Resource- Somewhere Today, a Project Is Failing- Quality--If Time PermitsPart II: The Office Environment- The Furniture Police- "You Never Get Anything Done Around Here Between 9 and 5"- Bring Back the DoorPart III: The Right People- Hiring a Juggler- Happy to Be HerePart IV: Growing Productive Teams- Teamicide- Chemistry for Team FormationPart V: It's Supposed To Be Fun To Work Here- Free Electrons- Holgar DanskPart VI: Son Of Peopleware- Teamicide RevisitedThose Damn Posters and Plaques - Overtime; An Unanticipated Side Effect- CompetitionConsider an Analogy - Does It Matter? The Importance of Coaching - Teamicide Re-revisited - Mixing Metaphors- Process Improvement ProgramsA Short History - The Paradox of Process improvement Programs - It's About the Benefit, Stupid - The Great Process Improvement Contradiction- Making Change PossibleAnd Now, a Few Words from Another Famous Systems Consultant . . . - That's a Swell Idea, Boss. I'll Get Right On It.- Human CapitalAssessing the Investment in Human Capital - What Is the Ramp-Up Time for an Experienced Worker? - Playing Up to Wall Street- Organizational LearningExperience and Learning - Redesign Example - The Key Question About Organizational Learning - The Management Team - Danger in the White Space- The Ultimate Management Sin Is. . .Status Meetings Are About Status - Early Overstaffing - Fragmentation Again - Respecting Your Investment- The Making of CommunityDigression on Corporate Politics - Why It Matters - Pulling Off the Magic