“We have become so obsessed with getting rid of people who are burdened with the characterization overhead that we have ended up… — Tom DeMarco Copy Share Image
“The most obvious defensive management ploys are prescriptive Methodologies (“My people are too dumb to build systems without them” ) and technical… — Tom DeMarco Copy Share Image
“The need for uniformity is a sign of insecurity on the part of management. Strong managers don’t care when team members cut… — Tom DeMarco Copy Share Image
“Managers who inspire extraordinary loyalty from their people tend to be highly charismatic, humorous, good-looking, and tall. So, by all means, strive… — Tom DeMarco Copy Share Image
The manager's function is not to make people work, it is to make it possible for people to work. — Tom DeMarco Copy Share Image
First law of Bad Management: If something isn't working, do more of it. — Tom DeMarco Copy Share Image
“In my early years as a developer, I was privileged to work on a project managed by Sharon Weinberg, later to become… — Tom DeMarco Copy Share Image
The manager's function is not to make people work, but to make it possible for people to work. — Tom DeMarco Copy Share Image
“The best predictor of how much work a knowledge worker will accomplish is not the hours that he or she spends, but… — Tom DeMarco Copy Share Image
What we are looking for is managers who are awake enough to alter the world as they find it, to make it… — Tom DeMarco Copy Share Image
Get the right people. Then no matter what all else you might do wrong after that, the people will save you. That's… — Tom DeMarco Copy Share Image
“More important than any gimmick you introduce is a change in attitude. People must learn that it’s okay sometimes not to answer their phones,… — Tom DeMarco Copy Share Image
“We have become so obsessed with getting rid of people who are burdened with the characterization overhead that we have ended up with organizations… — Tom DeMarco Copy Share Image
The more you focus on control, the more likely you're working on a project that's striving to deliver something of relatively minor value. — Tom DeMarco Copy Share Image
“Internal competition has the direct effect of making coaching difficult or impossible.” — Tom DeMarco Copy Share Image
“The most obvious defensive management ploys are prescriptive Methodologies (“My people are too dumb to build systems without them” ) and technical interference by… — Tom DeMarco Copy Share Image
“The need for uniformity is a sign of insecurity on the part of management. Strong managers don’t care when team members cut their hair… — Tom DeMarco Copy Share Image
“If you’ve got decent people under you, there is probably nothing you can do to improve their chances of success more dramatically than to… — Tom DeMarco Copy Share Image
“While this [10 to 1] productivity differential among programmers is understandable, there is also a 10 to 1 difference in productivity among software organizations” — Tom DeMarco Copy Share Image
Training is practice doing a new task much more slowly than an expert would do it. — Tom DeMarco Copy Share Image
If you find yourself concentrating on the technology rather than the sociology, you're like the vaudeville character who loses his keys on a dark… — Tom DeMarco Copy Share Image
