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- [[Japanese]]
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* Part I Utilizing human resources
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* [[Chapter 1 Trouble somewhere today]]
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* [[Chapter 2 Cheeseburger production and sales manual]]
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* [[Chapter 3 Vienna is waiting for you]]
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* [[Chapter 4 Quality first...if time permits]]
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* [[Chapter 5 Revision of Parkinson's Law]]
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* [[Chapter 6 Does cancer work well? "Laetrail"]]
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## Chapter 1 Trouble somewhere today (pp.2-5)
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- Why simple projects fail can't be dismissed as technical issues
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- This book deals with **human issues**
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```
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In fact, many software development problems are more sociological than technical.
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```
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- Few managers care more about people than technology because of the 'high-tech illusion'
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> … Anyone who is at least somewhat involved in the latest technology is under the illusion that he is a standard-bearer in the high-tech business. …The only people who are truly in the high-tech business are researchers who have made basic invention discoveries in the high-tech realm. Others are just applying the research results of others.
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> Software is developed in many teams, projects, and tight-knit workgroups, making it a people-relationship business rather than a high-tech business. The success of a project is the result of close interpersonal relationships among those involved, and the failure is the result of estranged interpersonal relationships.
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- → A manager's job is to handle human relationships |
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\ No newline at end of file |
