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Environmental Factor Dedicated floor space Acceptably quiet workspace Acceptably private workspace Ability to silence phone Ability to divert calls Frequent needless interruptions Workspace that makes programmer feel appreciated
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Top 25% 78 sq. ft. 57% yes 62% yes 52% yes 76% yes 38% yes 57% yes
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Bottom 25% 46 sq. ft. 29% yes 19% yes 10% yes 19% yes 76% yes 29% yes
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Source: Peopleware (DeMarco and Lister 1999).
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The data shows a strong correlation between productivity and the quality of the workplace. Programmers in the top 25 percent were 2.6 times more productive than programmers in the bottom 25 percent. DeMarco and Lister thought that the better programmers might naturally have better offices because they had been promoted, but further examination revealed that this wasn t the case. Programmers from the same organizations had similar facilities, regardless of differences in their performance. Large software-intensive organizations have had similar experiences. Xerox, TRW, IBM, and Bell Labs have indicated that they realize significantly improved productivity with a $10,000 to $30,000 capital investment per person, sums that were more than recaptured in improved productivity (Boehm 1987a). With productivity offices, self-reported estimates ranged from 39 to 47 percent improvement in productivity (Boehm et al. 1984). In summary, bringing your workplace from a bottom-25-percent to a top-25percent environment is likely to result in at least a 100 percent improvement in productivity.
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7 CC2E.COM/ 2806
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Additional Resources on Programmers as Human Beings
Weinberg, Gerald M. The Psychology of Computer Programming, 2d Ed. New York: Van Nostrand Reinhold, 1998. This is the first book to explicitly identify programmers as human beings, and it s still the best on programming as a human activity. It s crammed with acute observations about the human nature of programmers and its implications. DeMarco, Tom and Timothy Lister. Peopleware: Productive Projects and Teams, 2d Ed. New York: Dorset House, 1999. As the title suggests, this book also deals with the human factor in the programming equation. It s filled with
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anecdotes about managing people, the office environment, hiring and developing the right people, growing teams, and enjoying work. The authors lean on the anecdotes to support some uncommon viewpoints, and the logic is thin in places, but the people-centered spirit of the book is what s important, and the authors deliver that message without faltering. McCue, Gerald M. IBM s Santa Teresa Laboratory Architectural Design for Program Development, IBM Systems Journal 17, no. 1 (1978): 4 25. McCue describes the process that IBM used to create its Santa Teresa office complex. IBM studied programmer needs, created architectural guidelines, and designed the facility with programmers in mind. Programmers participated throughout. The result is that in annual opinion surveys each year, the physical facilities at the Santa Teresa facility are rated the highest in the company. McConnell, Steve. Professional Software Development, Boston, MA: Addison Wesley, 2004. 7, Orphans Preferred, summarizes studies on programmer demographics including personality types, educational backgrounds, and job prospects. Carnegie, Dale. How to Win Friends and Influence People, Revised Edition. New York: Pocket Books, 1981. When Dale Carnegie wrote the title for the first edition of this book in 1936, he couldn t have realized the connotation it would carry today. It sounds like a book Machiavelli would have displayed on his shelf. The spirit of the book is diametrically opposed to Machiavellian manipulation, however, and one of Carnegie s key points is the importance of developing a genuine interest in other people. Carnegie has a keen insight into everyday relationships and explains how to work with other people by understanding them better. The book is filled with memorable anecdotes, sometimes two or three to a page. Anyone who works with people should read it at some point, and anyone who manages people should read it now.
28.6 Managing Your Manager
In software development, nontechnical managers are common, as are managers who have technical experience but who are 10 years behind the times. Technically competent, technically current managers are rare. If you work for one, do whatever you can to keep your job. It s an unusual treat.
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