DeMarco, T. and Lister, T. Peopleware: Productive Projects and Teams. Dorset House Publishing Co., New York, 1987.  Home/Search   Document Not in Database   Summary   Related Articles   Check

....on BMCP and only thereafter consider projects involving AMCP. BMCP contains the bare essentials of programming and of programming related quality control. There is a huge literature on software management describing numerous tools, techniques, methodologies and standards. We mention [1] 7] 9] [10], 13] and [18] 2 Four Perspectives on a Program The description of what a program is in program algebra [5] by no means exhausts the valid perspectives one may have on programs. Accepting the viewpoint that a program is a text which is given algorithmic content by a projection into a low ....

T. DeMarco and T. Lister. Peopleware. Productive Projects and Teams, Dorset House Publishing Co., NY, 1982.

....reviews, audits [1] 2] etc. are executed to measure the quality. If measurement and analysis show in this phase that the quality is insufficient; the quality consultant will be regarded as a policeman or even used as a scapegoat. The discrepancies in the project and the dissonance in the team grow [13]. The relationship between the quality consultant and the project manager usually cools off if the quality consultant does his job right and relentlessly uncovers all errors. Conclusion: Project management and Quality Assurance have to respect each other, as without quality assurance good quality ....

....factors occur in all teamwork, however they must be considered particularly in the work of quality assurance. When several parties are involved in a development effort, conflicts of interest are inevitable. The area of system development and installation is particularly susceptible to conflicts [13]. 3.3.2. Benefits of quality assurance It is important to communicate the benefits of quality assurance to all people involved in the project. The development team profits from the security of a second look and the certainty that other colleagues check the work again, before the customer ....

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de Marco, Tom, "The Deadline", Dorset House Publishing Co., Inc, New York, 1997

....Programmers are in short supply. Thus it might be argued that such personnel should spend their time programming , to increase their productivity of code. If this is used to exclude them from active participation in documentation, the net e ect may be entirely the opposite to that intended [9]. Why, that is because of they didn t work in teams. How Roles Map to Teams Di erent duty needs di erent skill for engineer. If someone is able to put up with all duty, this is the best. Indeed, It is dicult terminally. But, it was observed that young people was willing to put up with all duties ....

....DeMarco and Lister de ne as a group of people so strongly knit that the whole is greater than the sum of the parts. The productivity of such a team is greater than that of the same people working in unjelled form . Once a team begins to jell, the probability of success goes up dramatically. [9] S3 S4 S5 S6 S1 S2 S8 S7 S S S S S J J J J J J R1 H H H H R2 R3 # # # # # # T T T T T T Figure 3: A role network We ....

Tom Demarco and Timonthy Lister, Peopleware - Productive Projects and Teams, Dorset House Publishing Co., 1987

....team members during the measurement period. The Project team concluded that most requests were done by the telephone. Although these calls took on average only half an hour, they could still be very inconvenient when they followed each other quickly or exceeded a total number per day (see also: [3][14] The Project team concluded there was a difference between the engineers and the number of requests they received. The requests by telephone were according to the expectations. A difference can be seen in the other media. According to the data, a request by the project manager needs on ....

....caused by a vacation period and festivities, so only a few engineers were available. From the data was concluded that roughly 80 requests a week could be expected. More information about support requests or interrupts and the positive and negative effects it gives for developers, can be found in [3] and [14] Effort spent on maintenance activities Figure 4 shows the distribution of effort over the top 6 activities. The Project team concluded that they were still spending 20 of their time on implementation, even though the organisational change intended that they should be fully available ....

T.DeMarco, T.Lister, Peopleware, productive projects and teams, Dorset House Publishing Co., 1987

....and present conclusions and directions for future work. Key Words: CSCW, distributed objects, groupware, office automation, mail systems, user interfaces, views. INTRODUCTION Multi user applications offer the opportunity to automate the large number of group activities carried out by people [5]. However, few traditional or experimental multi user applications have been developed so far. Traditional multi user applications include command and query interpreters allowing users to store and retrieve shared information, and talk and mail programs allowing users to exchange information ....

T. DeMarco and T. Lister, Peopleware: Productive Projects and Teams, Dorset House Publishing Co., New York, 1987.

....Thus, the example tool provides a multi user interface, that is, a user interface that receives input from and display output to multiple users. Such interfaces are important since they allow automation of group activities, which are a large fraction of the activities carried out by professionals [6]. It is also possible for a particular object to interact with multiple users via multiple dialogue managers. To illustrate this feature, consider the affiliate object. Assume that two different users, user A and user B, have connected the dialogue mangers, dm aff A and dm aff B, respectively, to ....

T. DeMarco and T. Lister, Peopleware: Productive Projects and Teams, Dorset House Publishing Co., New York, 1987.

....influence the successes or failures in software development. The whole question of why one project is a success while another project having access to the same technology fails to yield any results would be outside the scope of this paper. However, a wealth of insight on this topic can be found in [DeM87]. 6 ....

DeMarco T, Lister T: Peopleware -- Productive Projects and Teams. Dorset House Publishing Co, New York, 1987

....allowing a teacher to browse through a text book with a group of students; and a design tool allowing several designers to compose a design document. Multi user programs such as these have the potential of automating a significant amount of cooperative work carried out at current organizations [8]. While the potential benefits of multi user programs have been known for some time [20, 48] few multi user programs have been developed so far. A reason for the current lack of such programs is that their user interfaces are difficult to implement. Like single user user interfaces, these ....

....it since the concept of a scrollbar and moving P. Dewan and R. Choudhary Implementing Multi User Interfaces d36 it is defined by higher level software. 9. Conclusions and Future Work Multi user programs are necessary for automating the large amount of time people spend in group activities [8]. Multi user Suite has been designed to support the easy construction of such programs. It has been used so far by 15 programmers at Purdue and the University of Minnesota to create several experimental multi user applications including a multi user line printer tool , which allows users to view ....

T. DeMarco and T. Lister, Peopleware: Productive Projects and Teams, Dorset House Publishing Co., New York, 1987.

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DeMarco, T. and Lister, T. Peopleware: Productive Projects and Teams. Dorset House Publishing Co., New York, 1987.

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DeMarco, T. and Lister, T. Peopleware: Productive Projects and Teams, 2nd Ed. Dorset House Publishing Co., New York, 1999.

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T. DeMarco and T. Lister, Peopleware, Dorset House Publishing Co., New York, 1987, p. 112.

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T. DeMarco and T. Lister, Peopleware: Productive Projects and Teams, Dorset House Publishing Co., New York (1987).

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DeMarco and Lister (Tom and Timothy), Peopleware - Productive Projects and Teams, Dorset House Publishing Co., New York, NY, 1987.

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