{"id":2372,"date":"2015-03-16T08:38:59","date_gmt":"2015-03-16T15:38:59","guid":{"rendered":"http:\/\/lookforwardconsulting.com\/?p=2372"},"modified":"2025-07-08T13:53:27","modified_gmt":"2025-07-08T12:53:27","slug":"peopleware-productive-teams-and-projects-3rd-edition","status":"publish","type":"post","link":"https:\/\/thescrumacademy.com\/es\/2015\/03\/16\/peopleware-productive-teams-and-projects-3rd-edition\/","title":{"rendered":"Peopleware: Productive Teams and Projects"},"content":{"rendered":"

\u201cThe major problems of systems work [software development] are not so much technological as sociological\u201d<\/p><\/blockquote>\n

First published in 1987, Tom DeMarco<\/a> and Timothy Lister<\/a> were some of the earliest people to think of software development primarily of a human challenge rather than a technical riddle to solve. \u00a0Reviewing data from over 500 projects, they discovered that for projects that were canceled, failed to deliver or delivered a product that was never used, there was no single technological reason<\/strong><\/em> to explain the failure.\u00a0 The often quoted reason for failure was \u201cpolitics\u201d, but according to DeMarco and Lister a more accurate description for the cause of project failure would be \u201cproject sociology\u201d.<\/p>\n

Peopleware<\/span> is classic in software management written by two well-respected consultants and leaders in the field.\u00a0 With their book, DeMarco and Lister crafted a collection of short essays, i.e. chapters, supporting their argument that in order to have greater success with software development, managers need to understand and manage the project sociology better.\u00a0 Leaders who manage the technical aspects, at the expense of the human interactions, are focused on the wrong factors because they are laboring under, what they call, the High Tech Illusion<\/a>.\u00a0 The High Tech Illusion is the belief that because the work involves computers and technology, by definition they must be participating in a high-tech business.\u00a0 The reality is that many, many software teams are not creating the fundamental breakthroughs common in a true high-tech business, but are just applying, combining and extending the discoveries of others for a commercial endeavor.\u00a0 The real business of a software manager is human communication.<\/p>\n

The book is divided into six parts – Managing the Human Resource, The Office Environment, The Right People, Growing Productive Teams, Fertile Soil and It\u2019s Supposed to Be Fun to Work Here.\u00a0 In my review, I will highlight the first five parts since the bulk of the book is spent in these areas.\u00a0 Even though last section is interesting, it seems more like a supplement rather than a complete section of the book.<\/p>\n

Managing the Human Resource<\/h4>\n

This first part of the book is where the authors lay out their primary premise – software development is a human interaction problem, not a technology problem.\u00a0 In this section, DeMarco and Lister communicate three major concepts.<\/p>\n

The first is that software development is not production.\u00a0 To DeMarco and Lister, this \u201cmake a cheeseburger, sell a cheeseburger\u201d mentality, is fatal to any software project.\u00a0 The idea that a software project should strive to squeeze out error, come down hard on people for goofing off at work, treat people as interchangeable pieces, standardize procedures and eliminate experimentation is at odds with the nature of the work.\u00a0 A software project is all about discovery, innovation and serendipity.\u00a0 To standardize the processes and people, to stamp out errors and research and extinguish silliness hobbles any new product development effort.<\/p>\n

The second idea is the difference between the Spanish vs. English Theories of Management.\u00a0 The Spanish Theory<\/a> holds that there is a fixed amount of value on the planet and we need to discover ways to extract more and more value from finite resources.\u00a0 The English Theory believes that the amount of value on Earth is not finite and additional value can be created through the application of ingenuity and invention.\u00a0 The problem is that Spanish Theory shows up at work all the time.\u00a0 Think of the last time management created an unrealistic deadline that could only be accomplished through overtime and long hours at work – that\u2019s Spanish Theory in action. \u00a0 If you feel people are not working hard enough unless they are under some type of duress – more Spanish Theory. \u00a0“People under time-pressure don\u2019t work better – just faster\u201d and that has an impact on quality and customer satisfaction.<\/p>\n

Third DeMarco and Lister revisit Parkinson\u2019s Law<\/a>.\u00a0 Everyone has heard at least once in their career, \u201cwork expands to fill the time allotted\u201d, aka Parkinson\u2019s Law.\u00a0 What most people do not realize that Parkinson\u2019s Law is not a law at all, but a witticism crafted in 1954 by a humorist to describe people working in soul-crushing bureaucracy, the British Post Office. \u00a0What DeMarco and Lister find unsettling is that management types quote Parkinson\u2019s Law all the time with respect to software development not knowing Parkinson’s Law simply does not apply to\u00a0software development. \u00a0 Why? \u00a0One, your business is not a soul-crushing bureaucracy. \u00a0Two, your business is filled with passionate people who want the business to succeed, you just put them in a bad environment.\u00a0 So rather than turning the blame on lazy workers (as Spanish Theory suggests), a more accurate re-statement of Parkinson’s Law would put the blame where it belongs – \u201corganizational busy work expands to fill the working day.”<\/p>\n

The Office Environment<\/h4>\n

This second part of the Peopleware<\/span> is one of the most important aspects to discuss\u00a0 since how the office is designed has a great impact on individual productivity, or as the authors refer to it, flow<\/a>. \u00a0Flow is VERY<\/strong> important for software developers. \u00a0Their best work is often produced in this state of flow and get extremely frustrated when they cannot achieve their focus. \u00a0In general, DeMarco and Lister make a good case explaining why noisy offices are bad, how they prevent flow, cause the introduction of errors and why the Furniture\u00a0Police need to be resisted.\u00a0 They also lay out their vision for the ideal office configuration for knowledge work based on a 1978 research study from IBM.\u00a0 The result – each person needs 100 square feet of space and 30 square feet of work surface.<\/p>\n

One of the more interesting stories from this part was an anecdote from a California company looking to improve employee satisfaction.\u00a0 This company surveyed over a 1000 employees asking them what were the best and worst aspects of their jobs.\u00a0 After tabulating the results, management got right to work on their number two problem –\u00a0 improving communication with upper management.\u00a0 When DeMarco asked what was number one obstacle, the client responded \u201cThe environment, people were upset over the noise.\u201d\u00a0 Surprised, DeMarco asked what the client did to make things quieter, the client responded, \u201cWe couldn\u2019t do anything about that.\u00a0 That is outside our control.\u201d<\/p>\n

That is complete and utter horseshit!\u00a0 Managers control things.\u00a0 That is why they are called managers.\u00a0 After a certain point, they only way you can reward a manager is by giving them more and more control. \u00a0Don’t let managers fool you, they control the environment.\u00a0 The only reason why offices are noisy and do not meet the needs of the people doing the work is because that is the way management wants the environment to be.\u00a0 The office layout is an expression of the office hierarchy and is designed to remind you of your lowly place in the enterprise.<\/p>\n

Finally, I found an interesting statistic regarding the use of the ubiquitous headphones one regularly sees in an open floor plan.\u00a0 While headphones are good at reducing background noise (and preventing interruptions), a study of math problems at Cornell demonstrated background music also reduced insights and whole problem thinking.\u00a0 Alas, while Part Two has some great recommendations for the office, it also has some of the most dated chapters in the book – lots of references to ringing telephones and intercom systems.<\/p>\n

The Right People<\/h4>\n

Part Three of the book gives guidance on finding and retaining your talent.\u00a0 The DeMarco and Lister formula for success is based on three simple concepts: get the right people, keep them happy so they do not leave and then \u201cturn them loose\u201d on the problem.<\/p>\n

What I found most startling in Part Three of this book were the back-of-the-envelope calculations DeMarco and Lister provided for the cost of turnover.\u00a0 Turnover in a typical organization can range from 33% to 80% a year, meaning the average person lasts about two years in an organization before deciding to move on.\u00a0 So what is the cost of the business?\u00a0 To simply find the person, the business will have to hire an agency or headhunting firm which will cost about two months of that person\u2019s salary.\u00a0 As we all know, once someone is hired, they are not 100% productive on Day One.\u00a0 Normally, it takes about five months for the average person to work at full capacity and longer if the skill you are hiring is rare or context sensitive.<\/p>\n

So why do businesses accept these costs?\u00a0 According to DeMarco and Lister, the main cause for such high turnover is the short-term mentality associated with the Spanish Theory of Management.\u00a0 When a Spanish Theory manager is presented the opportunity to make sensible investments in the product quality, office environment, skill development and\\or cultural change, what they tell you is this, \u201cWe\u2019re too busy\u201d or \u201cIt costs too much for right now\u201d.\u00a0 What their actions say is this, \u201cI\u2019m too busy making sure my exit looks good to worry about you suckers that are left behind.\u201d<\/p>\n

Finally, a few important words on the hiring process.\u00a0 According to Peopleware<\/span>, too much time is spent on hiring based on appearances and too little time is spent evaluating the capabilities of the candidate.\u00a0 The process is designed to find \u201cnormal\u201d people who are a \u201cgood fit\u201d, but in the end these normal people simply reinforce your own biases,\u00a0 the biases of your boss, the biases of the people already employed by the business and the organizational norms.\u00a0 People who find \u201cchickens with lips\u201d funny are not going to be hired.\u00a0 The solution proposed by DeMarco and Lister is simple: ask people to bring a portfolio of representative work and ask them to audition for the job.<\/p>\n

So what is an audition?\u00a0 The Extreme Programming (XP) world has an answer.\u00a0 Ask job candidates to pair with different members of the Team on solving day-to-day technical problems.\u00a0 I can personally vouch for the effectiveness of pairing during the interview process. You learn so much about a candidate during pairing that cannot be captured in a traditional interview.\u00a0 Pairing accurately evaluates people based on their capabilities and weeds out the people who look good on paper, but can\u2019t actually do the work.\u00a0 The only catch is that paired interviews take more time.<\/p>\n

Growing Productive Teams<\/h4>\n

Part Four of the book is focused on how to develop and grow high-performing teams.\u00a0 When a team has achieved this state of high-performance, when they have a sense of momentum, DeMarco and Lister would say they have \u201cjelled\u201d<\/p>\n

So how do we know if a team has jelled?\u00a0 We know a team has jelled when we review their results.\u00a0 For the most part, the results are astonishing in their depth and quality.\u00a0 A team that has jelled has extremely low turnover, a strong identity, a sense of eliteness, joint ownership of the work and naturally enjoys working with one another.\u00a0 A jelled team works as a network of peers, they coach and teach one another.\u00a0 Leadership roves among the team members based on their knowledge, skills, aptitude and the challenge before them.\u00a0 The overriding goal of a high-performing team is to become nothing less than the absolute best.\u00a0 The best managers are not threatened by a jelled team and act in ways consistent with Servant Leadership<\/a>. \u00a0Servant Leaders do whatever they can to help the team feel special and appreciated by the organization.\u00a0 Instead of walking around like prison guards watching over the inmates, managers ask, \u201cHow can I help you?\u201d<\/p>\n

Regrettably, there is no cookbook of steps to follow that will make a team jell in every circumstance.\u00a0 So much is dependent on context, the organizational culture, the members of the team and the degree of autonomy they have.\u00a0 However, when business operates from a space of defensive management – the complete lack of trust in your own staff to do the right thing – they ruin all chance for self-organization and kill all hope of forming a jelled team.\u00a0 The term for all the actions and decisions made by businesses that kills well-functioning teams is called teamicide.<\/p>\n

Fertile Soil<\/h4>\n

In the fifth section of their book, DeMarco and Lister discuss what type of culture best supports healthy work and avoids wasting people\u2019s time (which they consider the ultimate management sin).\u00a0 When managers spend most of their day responding to email and coordinating the activities of staff, they are not doing two things.\u00a0 One, they are not\u00a0 teaching staff members how to self-coordinate their own actions and are building a culture of dependency.\u00a0 Two, they are not spending time managing the project and dealing with risk.<\/p>\n

Since our industry is constantly in search of the next silver bullet<\/a>, it is no surprise that many organizations gravitate toward a Methodology as the answer for dealing with all the uncertainty associated with new product development.\u00a0 If the work can be made more deterministic, i.e. we have a policy and procedure for every conceivable situation regardless of the skill of the person competing the task, then we can achieve standardization, consistently between teams and predictability.\u00a0 But behind every Methodology (or Process) is the inherent assumption that the people who define the Process are smart and the people who implement it are dumb (or simply suckers for following it).<\/p>\n

Of course, DeMarco and Lister have something to say about one of the biggest waste of time in business today – the meeting.\u00a0 In their experience, meetings that are productive and useful generally are ad hoc<\/i>, called to reach a decision, conversational in nature and have the minimum number of participants necessary to reach consensus on the decision.\u00a0 So why do meetings get bogged down?\u00a0 When meetings become ceremonies to get noticed climbing up the corporate ladder.<\/p>\n

One final comment regarding meetings and the use of laptop computers during a meeting.\u00a0 First, the technology has not enhanced the meeting one bit and contributes to the dreadfulness of meetings.\u00a0 Two, once the laptops are out it is a clear sign that people feel the meeting is pointless.\u00a0 If you are bored by a meeting or see the whole conversation pointless, just leave.\u00a0 What goes on at meetings is so shocking, but it bears to repeat the authors\u2019s words, meeting \u201cbehavior that we take for granted today would have gotten you fired a generation ago.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"

\u201cThe major problems of systems work [software development] are not so much technological as sociological\u201d First published in 1987, Tom DeMarco and Timothy Lister were some of the earliest people […]<\/p>\n","protected":false},"author":1,"featured_media":7293,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"_price":"","_stock":"","_tribe_ticket_header":"","_tribe_default_ticket_provider":"","_tribe_ticket_capacity":"0","_ticket_start_date":"","_ticket_end_date":"","_tribe_ticket_show_description":"","_tribe_ticket_show_not_going":false,"_tribe_ticket_use_global_stock":"","_tribe_ticket_global_stock_level":"","_global_stock_mode":"","_global_stock_cap":"","_tribe_rsvp_for_event":"","_tribe_ticket_going_count":"","_tribe_ticket_not_going_count":"","_tribe_tickets_list":"[]","_tribe_ticket_has_attendee_info_fields":false,"footnotes":""},"categories":[208,7,32,78,22,30,25,6,209,106,33,206,217,69,17],"tags":[],"class_list":["post-2372","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-advanced-practitioners","category-agile-scrum","category-agile-transformation","category-book-reviews","category-coaching","category-collaboration","category-communication","category-extreme-programming","category-leaders","category-meetings","category-pair-programming","category-practitioners","category-scrum-values","category-servant-leadership","category-testing"],"yoast_head":"\nPeopleware: Productive Teams and Projects - The Scrum Academy<\/title>\n<meta name=\"description\" content=\"Peopleware is a classic book on software development about managing human resources, the office environment, the right people, growing productive teams, and developing fertile culture.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/thescrumacademy.com\/es\/2015\/03\/16\/peopleware-productive-teams-and-projects-3rd-edition\/\" \/>\n<meta property=\"og:locale\" content=\"es_ES\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Peopleware: Productive Teams and Projects - The Scrum Academy\" \/>\n<meta property=\"og:description\" content=\"Peopleware is a classic book on software development about managing human resources, the office environment, the right people, growing productive teams, and developing fertile culture.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/thescrumacademy.com\/es\/2015\/03\/16\/peopleware-productive-teams-and-projects-3rd-edition\/\" \/>\n<meta property=\"og:site_name\" content=\"The Scrum Academy\" \/>\n<meta property=\"article:published_time\" content=\"2015-03-16T15:38:59+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2025-07-08T12:53:27+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/thescrumacademy.com\/wp-content\/uploads\/2015\/03\/Screenshot-2025-01-10-at-3.06.21-PM.png\" \/>\n\t<meta property=\"og:image:width\" content=\"1200\" \/>\n\t<meta property=\"og:image:height\" content=\"825\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/png\" \/>\n<meta name=\"author\" content=\"Carlton Nettleton\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Escrito por\" \/>\n\t<meta name=\"twitter:data1\" content=\"Carlton Nettleton\" \/>\n\t<meta name=\"twitter:label2\" content=\"Tiempo de lectura\" \/>\n\t<meta name=\"twitter:data2\" content=\"11 minutos\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/thescrumacademy.com\\\/es\\\/2015\\\/03\\\/16\\\/peopleware-productive-teams-and-projects-3rd-edition\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/thescrumacademy.com\\\/es\\\/2015\\\/03\\\/16\\\/peopleware-productive-teams-and-projects-3rd-edition\\\/\"},\"author\":{\"name\":\"Carlton Nettleton\",\"@id\":\"https:\\\/\\\/thescrumacademy.com\\\/es\\\/#\\\/schema\\\/person\\\/2a0fb199044ecd4af3704c734747fc6a\"},\"headline\":\"Peopleware: Productive Teams and Projects\",\"datePublished\":\"2015-03-16T15:38:59+00:00\",\"dateModified\":\"2025-07-08T12:53:27+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/thescrumacademy.com\\\/es\\\/2015\\\/03\\\/16\\\/peopleware-productive-teams-and-projects-3rd-edition\\\/\"},\"wordCount\":2388,\"commentCount\":0,\"image\":{\"@id\":\"https:\\\/\\\/thescrumacademy.com\\\/es\\\/2015\\\/03\\\/16\\\/peopleware-productive-teams-and-projects-3rd-edition\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/thescrumacademy.com\\\/wp-content\\\/uploads\\\/2015\\\/03\\\/Screenshot-2025-01-10-at-3.06.21-PM.png\",\"articleSection\":[\"Advanced Practitioners\",\"Agile Scrum\",\"Agile Transformation\",\"Book Reviews\",\"Coaching\",\"Collaboration\",\"Communication\",\"Extreme Programming\",\"Leaders\",\"Meetings\",\"Pair Programming\",\"Practitioners\",\"Scrum Values\",\"Servant Leadership\",\"Testing\"],\"inLanguage\":\"es\",\"potentialAction\":[{\"@type\":\"CommentAction\",\"name\":\"Comment\",\"target\":[\"https:\\\/\\\/thescrumacademy.com\\\/es\\\/2015\\\/03\\\/16\\\/peopleware-productive-teams-and-projects-3rd-edition\\\/#respond\"]}]},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/thescrumacademy.com\\\/es\\\/2015\\\/03\\\/16\\\/peopleware-productive-teams-and-projects-3rd-edition\\\/\",\"url\":\"https:\\\/\\\/thescrumacademy.com\\\/es\\\/2015\\\/03\\\/16\\\/peopleware-productive-teams-and-projects-3rd-edition\\\/\",\"name\":\"Peopleware: Productive Teams and Projects - The Scrum Academy\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/thescrumacademy.com\\\/es\\\/#website\"},\"primaryImageOfPage\":{\"@id\":\"https:\\\/\\\/thescrumacademy.com\\\/es\\\/2015\\\/03\\\/16\\\/peopleware-productive-teams-and-projects-3rd-edition\\\/#primaryimage\"},\"image\":{\"@id\":\"https:\\\/\\\/thescrumacademy.com\\\/es\\\/2015\\\/03\\\/16\\\/peopleware-productive-teams-and-projects-3rd-edition\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/thescrumacademy.com\\\/wp-content\\\/uploads\\\/2015\\\/03\\\/Screenshot-2025-01-10-at-3.06.21-PM.png\",\"datePublished\":\"2015-03-16T15:38:59+00:00\",\"dateModified\":\"2025-07-08T12:53:27+00:00\",\"author\":{\"@id\":\"https:\\\/\\\/thescrumacademy.com\\\/es\\\/#\\\/schema\\\/person\\\/2a0fb199044ecd4af3704c734747fc6a\"},\"description\":\"Peopleware is a classic book on software development about managing human resources, the office environment, the right people, growing productive teams, and developing fertile culture.\",\"breadcrumb\":{\"@id\":\"https:\\\/\\\/thescrumacademy.com\\\/es\\\/2015\\\/03\\\/16\\\/peopleware-productive-teams-and-projects-3rd-edition\\\/#breadcrumb\"},\"inLanguage\":\"es\",\"potentialAction\":[{\"@type\":\"ReadAction\",\"target\":[\"https:\\\/\\\/thescrumacademy.com\\\/es\\\/2015\\\/03\\\/16\\\/peopleware-productive-teams-and-projects-3rd-edition\\\/\"]}]},{\"@type\":\"ImageObject\",\"inLanguage\":\"es\",\"@id\":\"https:\\\/\\\/thescrumacademy.com\\\/es\\\/2015\\\/03\\\/16\\\/peopleware-productive-teams-and-projects-3rd-edition\\\/#primaryimage\",\"url\":\"https:\\\/\\\/thescrumacademy.com\\\/wp-content\\\/uploads\\\/2015\\\/03\\\/Screenshot-2025-01-10-at-3.06.21-PM.png\",\"contentUrl\":\"https:\\\/\\\/thescrumacademy.com\\\/wp-content\\\/uploads\\\/2015\\\/03\\\/Screenshot-2025-01-10-at-3.06.21-PM.png\",\"width\":1200,\"height\":825},{\"@type\":\"BreadcrumbList\",\"@id\":\"https:\\\/\\\/thescrumacademy.com\\\/es\\\/2015\\\/03\\\/16\\\/peopleware-productive-teams-and-projects-3rd-edition\\\/#breadcrumb\",\"itemListElement\":[{\"@type\":\"ListItem\",\"position\":1,\"name\":\"Home\",\"item\":\"https:\\\/\\\/thescrumacademy.com\\\/es\\\/\"},{\"@type\":\"ListItem\",\"position\":2,\"name\":\"Peopleware: Productive Teams and Projects\"}]},{\"@type\":\"WebSite\",\"@id\":\"https:\\\/\\\/thescrumacademy.com\\\/es\\\/#website\",\"url\":\"https:\\\/\\\/thescrumacademy.com\\\/es\\\/\",\"name\":\"The Scrum Academy\",\"description\":\"Everyone anywhere can do better Scrum\",\"potentialAction\":[{\"@type\":\"SearchAction\",\"target\":{\"@type\":\"EntryPoint\",\"urlTemplate\":\"https:\\\/\\\/thescrumacademy.com\\\/es\\\/?s={search_term_string}\"},\"query-input\":{\"@type\":\"PropertyValueSpecification\",\"valueRequired\":true,\"valueName\":\"search_term_string\"}}],\"inLanguage\":\"es\"},{\"@type\":\"Person\",\"@id\":\"https:\\\/\\\/thescrumacademy.com\\\/es\\\/#\\\/schema\\\/person\\\/2a0fb199044ecd4af3704c734747fc6a\",\"name\":\"Carlton Nettleton\",\"image\":{\"@type\":\"ImageObject\",\"inLanguage\":\"es\",\"@id\":\"https:\\\/\\\/secure.gravatar.com\\\/avatar\\\/6d69c37c349230a49a1ec6c77c21c4b35043de9fbcce8a202d61f707025cd537?s=96&d=mm&r=g\",\"url\":\"https:\\\/\\\/secure.gravatar.com\\\/avatar\\\/6d69c37c349230a49a1ec6c77c21c4b35043de9fbcce8a202d61f707025cd537?s=96&d=mm&r=g\",\"contentUrl\":\"https:\\\/\\\/secure.gravatar.com\\\/avatar\\\/6d69c37c349230a49a1ec6c77c21c4b35043de9fbcce8a202d61f707025cd537?s=96&d=mm&r=g\",\"caption\":\"Carlton Nettleton\"},\"description\":\"My name is Carlton Nettleton and I am the President of Look Forward Consulting. I am an international speaker, trainer and author of the book, Fourteen Observations of Good Scrum Practice and my book has been translated into Spanish. My passion is to share my excitement, enthusiasm and encouragement with teams and organizations as they reach for higher levels of performance and engagement. My business is to help your business grow and flourish.\",\"url\":\"https:\\\/\\\/thescrumacademy.com\\\/es\\\/author\\\/admin\\\/\"}]}<\/script>\n<!-- \/ Yoast SEO plugin. -->","yoast_head_json":{"title":"Peopleware: Productive Teams and Projects - The Scrum Academy","description":"Peopleware is a classic book on software development about managing human resources, the office environment, the right people, growing productive teams, and developing fertile culture.","robots":{"index":"index","follow":"follow","max-snippet":"max-snippet:-1","max-image-preview":"max-image-preview:large","max-video-preview":"max-video-preview:-1"},"canonical":"https:\/\/thescrumacademy.com\/es\/2015\/03\/16\/peopleware-productive-teams-and-projects-3rd-edition\/","og_locale":"es_ES","og_type":"article","og_title":"Peopleware: Productive Teams and Projects - The Scrum Academy","og_description":"Peopleware is a classic book on software development about managing human resources, the office environment, the right people, growing productive teams, and developing fertile culture.","og_url":"https:\/\/thescrumacademy.com\/es\/2015\/03\/16\/peopleware-productive-teams-and-projects-3rd-edition\/","og_site_name":"The Scrum Academy","article_published_time":"2015-03-16T15:38:59+00:00","article_modified_time":"2025-07-08T12:53:27+00:00","og_image":[{"width":1200,"height":825,"url":"https:\/\/thescrumacademy.com\/wp-content\/uploads\/2015\/03\/Screenshot-2025-01-10-at-3.06.21-PM.png","type":"image\/png"}],"author":"Carlton Nettleton","twitter_card":"summary_large_image","twitter_misc":{"Escrito por":"Carlton Nettleton","Tiempo de lectura":"11 minutos"},"schema":{"@context":"https:\/\/schema.org","@graph":[{"@type":"Article","@id":"https:\/\/thescrumacademy.com\/es\/2015\/03\/16\/peopleware-productive-teams-and-projects-3rd-edition\/#article","isPartOf":{"@id":"https:\/\/thescrumacademy.com\/es\/2015\/03\/16\/peopleware-productive-teams-and-projects-3rd-edition\/"},"author":{"name":"Carlton Nettleton","@id":"https:\/\/thescrumacademy.com\/es\/#\/schema\/person\/2a0fb199044ecd4af3704c734747fc6a"},"headline":"Peopleware: Productive Teams and Projects","datePublished":"2015-03-16T15:38:59+00:00","dateModified":"2025-07-08T12:53:27+00:00","mainEntityOfPage":{"@id":"https:\/\/thescrumacademy.com\/es\/2015\/03\/16\/peopleware-productive-teams-and-projects-3rd-edition\/"},"wordCount":2388,"commentCount":0,"image":{"@id":"https:\/\/thescrumacademy.com\/es\/2015\/03\/16\/peopleware-productive-teams-and-projects-3rd-edition\/#primaryimage"},"thumbnailUrl":"https:\/\/thescrumacademy.com\/wp-content\/uploads\/2015\/03\/Screenshot-2025-01-10-at-3.06.21-PM.png","articleSection":["Advanced Practitioners","Agile Scrum","Agile Transformation","Book Reviews","Coaching","Collaboration","Communication","Extreme Programming","Leaders","Meetings","Pair Programming","Practitioners","Scrum Values","Servant Leadership","Testing"],"inLanguage":"es","potentialAction":[{"@type":"CommentAction","name":"Comment","target":["https:\/\/thescrumacademy.com\/es\/2015\/03\/16\/peopleware-productive-teams-and-projects-3rd-edition\/#respond"]}]},{"@type":"WebPage","@id":"https:\/\/thescrumacademy.com\/es\/2015\/03\/16\/peopleware-productive-teams-and-projects-3rd-edition\/","url":"https:\/\/thescrumacademy.com\/es\/2015\/03\/16\/peopleware-productive-teams-and-projects-3rd-edition\/","name":"Peopleware: Productive Teams and Projects - The Scrum Academy","isPartOf":{"@id":"https:\/\/thescrumacademy.com\/es\/#website"},"primaryImageOfPage":{"@id":"https:\/\/thescrumacademy.com\/es\/2015\/03\/16\/peopleware-productive-teams-and-projects-3rd-edition\/#primaryimage"},"image":{"@id":"https:\/\/thescrumacademy.com\/es\/2015\/03\/16\/peopleware-productive-teams-and-projects-3rd-edition\/#primaryimage"},"thumbnailUrl":"https:\/\/thescrumacademy.com\/wp-content\/uploads\/2015\/03\/Screenshot-2025-01-10-at-3.06.21-PM.png","datePublished":"2015-03-16T15:38:59+00:00","dateModified":"2025-07-08T12:53:27+00:00","author":{"@id":"https:\/\/thescrumacademy.com\/es\/#\/schema\/person\/2a0fb199044ecd4af3704c734747fc6a"},"description":"Peopleware is a classic book on software development about managing human resources, the office environment, the right people, growing productive teams, and developing fertile culture.","breadcrumb":{"@id":"https:\/\/thescrumacademy.com\/es\/2015\/03\/16\/peopleware-productive-teams-and-projects-3rd-edition\/#breadcrumb"},"inLanguage":"es","potentialAction":[{"@type":"ReadAction","target":["https:\/\/thescrumacademy.com\/es\/2015\/03\/16\/peopleware-productive-teams-and-projects-3rd-edition\/"]}]},{"@type":"ImageObject","inLanguage":"es","@id":"https:\/\/thescrumacademy.com\/es\/2015\/03\/16\/peopleware-productive-teams-and-projects-3rd-edition\/#primaryimage","url":"https:\/\/thescrumacademy.com\/wp-content\/uploads\/2015\/03\/Screenshot-2025-01-10-at-3.06.21-PM.png","contentUrl":"https:\/\/thescrumacademy.com\/wp-content\/uploads\/2015\/03\/Screenshot-2025-01-10-at-3.06.21-PM.png","width":1200,"height":825},{"@type":"BreadcrumbList","@id":"https:\/\/thescrumacademy.com\/es\/2015\/03\/16\/peopleware-productive-teams-and-projects-3rd-edition\/#breadcrumb","itemListElement":[{"@type":"ListItem","position":1,"name":"Home","item":"https:\/\/thescrumacademy.com\/es\/"},{"@type":"ListItem","position":2,"name":"Peopleware: Productive Teams and Projects"}]},{"@type":"WebSite","@id":"https:\/\/thescrumacademy.com\/es\/#website","url":"https:\/\/thescrumacademy.com\/es\/","name":"The Scrum Academy","description":"Everyone anywhere can do better Scrum","potentialAction":[{"@type":"SearchAction","target":{"@type":"EntryPoint","urlTemplate":"https:\/\/thescrumacademy.com\/es\/?s={search_term_string}"},"query-input":{"@type":"PropertyValueSpecification","valueRequired":true,"valueName":"search_term_string"}}],"inLanguage":"es"},{"@type":"Person","@id":"https:\/\/thescrumacademy.com\/es\/#\/schema\/person\/2a0fb199044ecd4af3704c734747fc6a","name":"Carlton Nettleton","image":{"@type":"ImageObject","inLanguage":"es","@id":"https:\/\/secure.gravatar.com\/avatar\/6d69c37c349230a49a1ec6c77c21c4b35043de9fbcce8a202d61f707025cd537?s=96&d=mm&r=g","url":"https:\/\/secure.gravatar.com\/avatar\/6d69c37c349230a49a1ec6c77c21c4b35043de9fbcce8a202d61f707025cd537?s=96&d=mm&r=g","contentUrl":"https:\/\/secure.gravatar.com\/avatar\/6d69c37c349230a49a1ec6c77c21c4b35043de9fbcce8a202d61f707025cd537?s=96&d=mm&r=g","caption":"Carlton Nettleton"},"description":"My name is Carlton Nettleton and I am the President of Look Forward Consulting. I am an international speaker, trainer and author of the book, Fourteen Observations of Good Scrum Practice and my book has been translated into Spanish. My passion is to share my excitement, enthusiasm and encouragement with teams and organizations as they reach for higher levels of performance and engagement. My business is to help your business grow and flourish.","url":"https:\/\/thescrumacademy.com\/es\/author\/admin\/"}]}},"_links":{"self":[{"href":"https:\/\/thescrumacademy.com\/es\/wp-json\/wp\/v2\/posts\/2372","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/thescrumacademy.com\/es\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/thescrumacademy.com\/es\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/thescrumacademy.com\/es\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/thescrumacademy.com\/es\/wp-json\/wp\/v2\/comments?post=2372"}],"version-history":[{"count":0,"href":"https:\/\/thescrumacademy.com\/es\/wp-json\/wp\/v2\/posts\/2372\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/thescrumacademy.com\/es\/wp-json\/wp\/v2\/media\/7293"}],"wp:attachment":[{"href":"https:\/\/thescrumacademy.com\/es\/wp-json\/wp\/v2\/media?parent=2372"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/thescrumacademy.com\/es\/wp-json\/wp\/v2\/categories?post=2372"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/thescrumacademy.com\/es\/wp-json\/wp\/v2\/tags?post=2372"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}