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In this classic book, the authors demonstrate the major human - not technical - issues of software development and give challenging, but successful answers to the questions of software managers and developers. 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. 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.

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Preface to the Third Edition
PART I: Managing the Human Resource
Chapter 1: Somewhere Today, a Project Is Failing
Chapter 2: Make a Cheeseburger, Sell a Cheeseburger
Chapter 3: Vienna Waits for You
Chapter 4: Quality - If Time Permits
Chapter 5: Parkinson´s Law Revisited
Chapter 6: Laetrile
PART II: The Office Environment
Chapter 7: The Furniture Police
Chapter 8: "You Never Get Anything Done Around Here Between 9 and 5."
Chapter 9: Saving Money on Space
Intermezzo
Chapter 10: Brain Time Versus Body Time
Chapter 11: The Telephone
Chapter 12: Bring Back the Door
Chapter 13: Taking Umbrella Steps
PART III: The Right People
Chapter 14: The Hornblower Factor
Chapter 15: Let´s Talk About Leadership
Chapter 16: Hiring a Juggler
Chapter 17: Playing Well With Others
Chapter 18: Childhood´s End
Chapter 19: Happy to Be Here
Chapter 20: Human Capital
PART IV: Growing Productive Teams
Chapter 21: The Whole Is Greater Than the Sum of the Parts
Chapter 22: The Black Team
Chapter 23: Teamicide
Chapter 24: Teamicide Revisited
Chapter 25: Competition
Chapter 27: A Spaghetti Dinner
Chapter 28: Open Kimono
Chapter 29: Chemistry for Team Formation
PART V: Fertile Soil
Chapter 30: The Self-Healing System
Chapter 31: Dancing With Risk
Chapter 32: Monologues, Meetings, and Conversations
Chapter 33: The Ultimate Management Sin Is . . .
Chapter 34: E(vil) Mail
Chapter 35: Making Change Possible
Chapter 36: Organizational Learning
Chapter 37: The Making of Community
PART VI: It´s Supposed to Be Fun to Work Here
Chapter 38: Chaos and Order
Chapter 39: Free Electrons
Chapter 40: Holgar Dansk

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Timothy Lister ist Prinzipal der Atlantic Systems Guilde und lebt in New York. Er beschäftigt sich vor allem mit Risikomanagement für Softwareunternehmen und -projekte und vermittelt sein Wissen in Beratungen, Seminaren, Vorträgen und Büchern. Er verfügt inzwischen über 25 Jahre Erfahrung in der Softwareentwicklung.

Der AutorTom DeMarco hat mit seinen Büchern, Vorträgen und Beratungen entscheidende Beiträge zur Fortentwicklung des Software Engineerings geleistet. Durch seine Arbeiten über die Strukturierte Analyse und die Beiträge auf den Gebieten Software-Metriken und Teambildung ist er zu einem Pionier und Vordenker der Softwareentwicklung geworden. Er ist Prinzipal der Atlantic Systems Guilde, ein Think Tank und Beratungsunternehmen mit Sitz in New York und London.

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