Rating: 
Summary: 54 Interesting Rules
Review: This is the best book I've read on software development social issues (and I've read a number of them). If you are managing software projects and don't have it, get it now.
Rating: 
Summary: Great for solving so-called high-tech labor shortage
Review: You hear a lot today that talent is so scarce, esp. in the field of programming. Well, that's one of the biggest lies of our times. I've found Jim McCarthy's book extremely helpful in finding valuable characteristics programmers have. Programming is a lot more than just writing code and this book will help you see that. It'll encourage you to find out the other parts of software development and how people who may not know the latest buzzwords are nevertheless far more capable than the industry tends to give them credit.It'll definitely cause you to question your processes of software development (do you have any where you work?), esp. if you believe that your way is the only way. Programming is much more about problem solving, so will you be versatile enough to welcome the many ways that many gifted individuals are able to design and create software, even when it's not what you originally had in mind? I've found the Appendix extremely helpful. I love the part where Jim explains that the biggest mistake hiring managers make is their present obsession with buzzwords of the day, buzzwords which 2 to 4 years later become obsolete. Instead, what's really needed is to understand how a programmer uses technology to solve the problems at hand. The way programmers are evaluated during job interviews are in many places so inaccurate as this book points out, and you'll also get some ideas as to how to rectify this. Probably the only people I have found who are not turned on by this book are those who say that software development and computers in general have no place for "touchy-feely" aspects like motivation and job satisfaction. But for those who want to find more of a human connection with the programming they do, I highly recommend it. That especially goes for managers in high-tech who usually get promoted because of their technical abilities alone. These same managers get no training in management, esp. in the handling of people skills. This book is indeed a great investment to begin learning some of these vital skills, esp. when so many say they got into high-tech professions like Information Technology because such occupations don't have to deal with hot human issues like egos and office politics. Guess again! Lastly, my other favorite part within the book is the comparison of a well-run software organization with that of an awesome jazz band. Jazz lets individuals solo and improvise while the accompanying team provides an invigorating backdrop. And individuals each get a chance to solo, supported by team members' respect and admiration. I've experienced tremendous highs playing in both great jazz ensembles and software teams. Now you can too!
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