Tom DeMarco
Tom DeMarco
Full Name and Common Aliases
Tom DeMarco is a renowned American author, speaker, and consultant in the field of software development and project management.
Birth and Death Dates
Born: 1933 (exact date not publicly disclosed), passed away: still alive as of my knowledge cutoff
Nationality and Profession(s)
American, Author, Speaker, Consultant, Project Manager
Early Life and Background
Tom DeMarco's interest in software development began during the early days of computing. He has spent over four decades observing, analyzing, and improving various aspects of project management and team performance.
Growing up in an era where technology was rapidly advancing, DeMarco developed a passion for understanding how people work together to create innovative solutions. His background in engineering and computer science laid the foundation for his future career as an author and consultant specializing in software development and project management.
Major Accomplishments
Throughout his illustrious career, Tom DeMarco has made significant contributions to the field of software development. Some notable accomplishments include:
Writing influential books: His most famous works include "Controlling Software Development" (1982), "Peopleware: Productive Projects and Teams" (1987) co-authored with Timothy Lister, and "Deadline: A Novel About Project Management" (1997). These publications have become essential resources for professionals seeking to improve their project management skills.
Founding The Atlantic Systems Guild: In 1973, DeMarco co-founded the consulting firm that would later become The Atlantic Systems Guild. This organization focused on software development and project management services, further solidifying DeMarco's reputation as a thought leader in his field.
Notable Works or Actions
Tom DeMarco has spent a considerable amount of time studying and observing various teams and organizations to gain insights into the most effective methods for managing projects. His notable works include:
"Peopleware: Productive Projects and Teams": This groundbreaking book delves into how team dynamics, communication, and work environments impact productivity. DeMarco emphasizes that a well-designed workspace can foster collaboration and efficiency among team members.
"Deadline: A Novel About Project Management": The novel explores project management in the context of software development. It highlights common pitfalls and offers practical advice on managing scope, timelines, and resources.
Impact and Legacy
Tom DeMarco's contributions to the field have had a lasting impact. His writings and consulting work continue to influence contemporary practices in software development and project management. Organizations around the world have adopted some of his recommendations for team management, resulting in improved productivity and efficiency.
His emphasis on understanding human behavior and collaboration within teams has shifted the focus from technical aspects towards more holistic approaches that prioritize employee well-being. This shift reflects DeMarco's dedication to creating better workplaces where people can thrive.
Why They Are Widely Quoted or Remembered
Tom DeMarco is widely quoted and remembered due to his unique approach to software development and project management. His work emphasizes the importance of understanding human behavior, fostering collaboration, and prioritizing employee well-being within organizations.
Quotes by Tom DeMarco
Tom DeMarco's insights on:
Whether you call it a “team” or an “ensemble” or a “harmonious work group” is not what matters; what matters is helping all parties understand that the success of the individual is tied irrevocably to the success of the whole.
In the most highly stressed projects, people at all levels talk about the schedule being “aggressive, ” or even “highly aggressive.” In my experience, projects in which the schedule is commonly termed aggressive or highly aggressive invariably turn out to be fiascoes. “Aggressive schedule,” I’ve come to suspect, is a kind of code phrase – understood implicitly by all involved – for a schedule that is absurd, that has no chance at all of being met.
On the best teams, different individuals provide occasional leadership, taking charge in areas where they have particular strengths. No one is the permanent leader, because that person would then cease to be a peer and the team interaction would begin to break down.
Productivity has to be defined as benefit divided by cost. The benefit is observed dollar savings and revenue from the work performed, and cost is the total cost, including replacement of any workers used up by the effort.
When the office environment is frustrating enough, people look for a place to hide out. They book the conference rooms or head for the library or wander off for coffee and just don’t come back. No, they are not meeting for secret romance or plotting political coups; they are hiding out to work. The good news here is that your people really do need to feel the accomplishment of work completed. They will go to great extremes to make that happen.
As long as people tend to define themselves at least partially in terms of the work they do, any change to that work, its procedures and modes, is likely to have self-definitional importance to them. This can lead to surprising amounts of change resistance.
The statistics about reading are particularly discouraging: The average software developer, for example, doesn’t own a single book on the subject of his or her work, and hasn’t ever read one.
