Nine Myths That Threaten Software Projects

 
 
 

IT departments often break down the essential components of technology into two categories—hardware and software—but they usually overlook the importance of "peopleware." The term refers to the effective management of successful project teams—the social side of software developments. After all, we're not at the point (not yet, anyway) where we can hire machines to do all the work. Planning, collaborating and brainstorming are—and will remain—valuable parts of the equation. In the recently released third edition of Peopleware: Productive Projects and Teams (Pearson/available now), authors Tom DeMarco and Timothy Lister expand upon these concepts. The following nine "myths" expose the wealth of flawed thinking that threatens the mission of software development teams, while the "realities" provide a helpful perspective. Since the original version of Peopleware came out in 1987, the book has gained a substantial following, and its core philosophies have stood the test of time. The authors are principals of the Atlantic Systems Guild, a consulting firm that specializes in system building.

Nine Myths That Threaten Software Projects

Myth 1 Recruit talent based on the ability to generate a lot of code. Reality: Recruit talent based on the ability to perform specific functions (analysis, negotiations, testing, conversions, etc.), while working holistically within a project.

Nine Myths That Threaten Software Projects
 
 
Dennis McCafferty is a freelance writer for Baseline Magazine.
 
 
 

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