„Nicht das, was wir nicht wissen, bringt uns zu Fall, sondern das, was wir fälschlicherweise zu wissen glauben.“
— Tom DeMarco
Der Termin, Hanser : München 1998, ISBN 978344641439-6, S. 210.
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3 1Tom DeMarco
Geburtstag: 20. August 1940
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Tom DeMarco ist der Erfinder der Strukturierten Analyse und hat durch seine Beiträge zum Software-Management das Gebiet der Softwaretechnik entscheidend mitgeprägt. Besonders bekannt wurde er durch ein belletristisches Werk: Der Termin - Ein Roman über Projektmanagement. DeMarco steht für die These, dass die entscheidenden Aspekte der Softwareentwicklung menschliche sind, und nicht technische, und dass demzufolge hier die Aufgaben des Managements zu benennen bzw. herauszuarbeiten sind.
Zitate Tom DeMarco
„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.“
— Tom DeMarco
Der Termin, Hanser : München 1998, ISBN 978344641439-6, S. 182.
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„Straff und taff ist eine Formel, zu der in gescheiterten Unternehmen die Leute greifen, die für das Scheitern verantwortlich sind“
— Tom DeMarco
Der Termin, Hanser : München 1998, ISBN 978344641439-6, S. 255.
„The fundamental response to change is not logical, but emotional.“
— Tom DeMarco, Peopleware: Productive Projects and Teams
„Although your staff may be exposed to the message “work longer and harder” while they’re at the office, they’re getting a very different message at home. The message at home is, “Life is passing you by. Your laundry is piling up in the closet, your babies are uncuddled, your spouse is starting to look elsewhere. There is only one time around on this merry-go-round called life, only one shot at the brass ring. And if you use your life up on C++...“
— Tom DeMarco, Peopleware: Productive Projects and Teams
„The manager’s function is not to make people work, but to make it possible for people to work.“
— Tom DeMarco, Peopleware : Productive Projects and Teams
„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.“
— Tom DeMarco, Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency
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„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.“
— Tom DeMarco, Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency
„The purpose of a team is not goal attainment but goal alignment.“
— Tom DeMarco, Peopleware : Productive Projects and Teams
„Learning is limited by an organization’s ability to keep its people.“
— Tom DeMarco, Peopleware : Productive Projects and Teams
„It’s possible to make an organization more efficient without making it better. That’s what happens when you drive out slack.“
— Tom DeMarco, Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency
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„Visual supervision is a joke for development workers. Visual supervision is for prisoners.“
— Tom DeMarco, Peopleware : Productive Projects and Teams
„It’s a rare company I visit these days that doesn’t have a Dilbert cartoon posted somewhere. I guess the message of these cartoons is “Our company is in some ways like Dilbert’s company, ” or, even worse, “My boss is in some ways like Dilbert’s boss.” When I encounter these cartoons, I always want to find the person who posted them and ask, “Yes, but are you like Dilbert?” Are you keeping your head down? Are you accepting senseless direction when it’s offered? Are you letting the bureaucracy dominate at the expense of the real goals? If so, I’d like to tell that person, then you’re part of the problem. At the risk of being a total killjoy, I propose that you look at the next Dilbert cartoon that falls under your eye in a totally different way. I propose that you ask yourself about Dilbert’s role in whatever corporate nonsense is the butt of the joke. Ask yourself, How should Dilbert have responded? (The real Dilbert, of course, never responds at all.) How could Dilbert have made this funny situation distinctly nonfunny? What could he have done to put an end to such absurdities? There is always an obvious answer. Sometimes the action is one that would get Dilbert fired. It’s easy (and fair) to blame lousy management on lousy managers. But it’s not enough. It’s also necessary to blame the people who allow themselves to be managed so badly. At least partly at fault for every bad management move is some gutless Dilbert who allows it to happen.“
— Tom DeMarco, Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency
„It’s easy (and fair) to blame lousy management on lousy managers. But it’s not enough. It’s also necessary to blame the people who allow themselves to be managed so badly.“
— Tom DeMarco, Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency
