Zitate von Tom DeMarco
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Tom DeMarco
Geburtstag:20. August 1940
Zitate Tom DeMarco
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Tom DeMarco3
US-amerikanischer Autor„Nicht das, was wir nicht wissen, bringt uns zu Fall, sondern das, was wir fälschlicherweise zu wissen glauben.“ Der Termin, Hanser : München 1998, ISBN 978344641439-6, S. 210.
Tom DeMarco3
US-amerikanischer Autor„Straff und taff ist eine Formel, zu der in gescheiterten Unternehmen die Leute greifen, die für das Scheitern verantwortlich sind“ Der Termin, Hanser : München 1998, ISBN 978344641439-6, S. 255.
Tom DeMarco3
US-amerikanischer Autor„Jeder von uns glaubt insgeheim, er oder sie sei im Vergleich zu den anderern unterdurchschnittlich intelligent, und müsse das durch vermehrte Anstrengung ausgleichen. (...) Wenn wir uns durch einen Morast von Komplexität (...) hindurcharbeiten, lassen uns unsere Selbstzweifel glauben, dass alle anderen Leser der Spezifikation verstehen, was sie lesen.“ Der Termin, Hanser : München 1998, ISBN 978344641439-6, S. 182.
Tom DeMarco100
American software engineer, author, and consultant„The fundamental response to change is not logical, but emotional.“ Peopleware: Productive Projects and Teams
Tom DeMarco100
American software engineer, author, and consultantTom DeMarco100
American software engineer, author, and consultantTom DeMarco100
American software engineer, author, and consultant„The manager’s function is not to make people work, but to make it possible for people to work.“ Peopleware : Productive Projects and Teams
Tom DeMarco100
American software engineer, author, and consultant„People under time pressure don’t think faster.” —Tim Lister Think rate is fixed. No matter what you do, no matter how hard you try, you can’t pick up the pace of thinking.“ Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency
Tom DeMarco100
American software engineer, author, and consultant„Meaningful acts of leadership usually cause people to accept some short-term pain (extra cost or effort, delayed gratification) in order to increase the long-term benefit. We need leadership for this, because we all tend to be short-term thinkers.“ Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency
Tom DeMarco100
American software engineer, author, and consultant„The purpose of a team is not goal attainment but goal alignment.“ Peopleware : Productive Projects and Teams
Tom DeMarco100
American software engineer, author, and consultant„It’s possible to make an organization more efficient without making it better. That’s what happens when you drive out slack.“ Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency
Tom DeMarco100
American software engineer, author, and consultant„Learning is limited by an organization’s ability to keep its people.“ Peopleware : Productive Projects and Teams
Tom DeMarco100
American software engineer, author, and consultantTom DeMarco100
American software engineer, author, and consultant„Visual supervision is a joke for development workers. Visual supervision is for prisoners.“ Peopleware : Productive Projects and Teams
Tom DeMarco100
American software engineer, author, and consultant„People who feel untrusted have little inclination to bond together into a cooperative team.“ Peopleware : Productive Projects and Teams
