Chapter "Moon Myth" selection
Chapter 1 tar
In the history of prehistoric, there is no other scene than the beast to dying in the tar pit. God witnessed the dinosaur, fierce, and the sword tiger struggled in tar. They struggled more violent, the tightening tar is tighter, no beasts are strong enough or have enough skills, they can break free, they will finally sink to the bottom of the pit.
The development of large systems in the past few decades is like such a tar-based pit, many large and strong animals struggle violently. Most of them have developed a running system - however, only very few projects meet the requirements of goals, time progress and budget. Various teams, large and small, pantry and descent, one submerged in the tar. On the surface, it seems that there is no separate problem to cause difficulties, each can be resolved, but when they are entangled and accumulated together, the team's actions will become slower and slower. The degree of trouble of the problem, everyone seems to be surprised, and it is difficult to see the nature of the problem. However, if we want to solve the problem, you must try to understand it first.
Chapter 2 people moon mythology
Brooks
Increases people in projects to progress, will only make progress behind.
Chapter 3 Surgery Team
In a meeting in the computer, often heard the young software manager claiming that they like small, desperate teams that are composed of heads, rather than those large teams of hundreds of people, "people" here, of course, the programs of the mediocre . In fact, we have often have the same view.
But this kind of childish perspective avoids a very difficult problem - how to create a large system in a meaningful time schedule? Then let's discuss every aspect of this problem now.
Chapter 4, aristocracy, democracy, and system design
France City Lans (REIMS) has a distinct contrast in architectural style and the above-mentioned cathedral. The consistency of the design is the same as those unique, and people also make people admire and joy. As mentioned in the Tourism Guide, the consistent and integrity of the style come from 8 generations of architects with self-constraints and sacrifice spirit, each of them sacrifices their own ideas to get pure design. Similarly, this not only shows the glory of God, but also reflects that he saves the power of people who are intoxicating in self pride.
Chapter 5 draws snakes
When developing the first system, structural teachers tend to refine and concise. He knows that he is not familiar with the task being on, so he will carefully work carefully.
When designing the first project, he faces the constant decoration and moistening function. These functions are put aside as the "next" item. The first project ended sooner or later, and the structure of this system was full of confidence in this type of system, proficient in the corresponding knowledge, and ready to develop the second system.
The second system is the most dangerous system designed by designers.
Chapter 6 Implementation
Suppose a project manager already has a structural manager and many programming personnel, then how do he make sure everyone listened to, understand and achieve structural decisions? For a system developed by 1,000 people, how does a group of 10 structures maintain system conceptual integrity? In the System / 360 hardware design, we explore a way to achieve the above goals, which apply the software items.
Chapter 7 Why does the Babien Tam have failed?
So, since they have all these conditions, why does the project will fail? What are they lacking? Two aspects - AC, and the results of communication - organization. They can't talk to each other, so they can't cooperate. When the cooperation cannot be performed, the work has fallen into the pause. Through the word of history books, we speculate that the lack of communication has led to arguing, frustrating and group suspicion. Soon, the tribe began to split - everyone chose isolated, rather than taking each other.
Chapter 8 Chest has a bamboo
How long is system programming take? How much work needs? How to estimate? Chapter 9 is cut
This is also true of creation from superb skills, refining, fullness and fast procedures. The results of skill improvement are often a strategic breakthrough, not just a skill. This strategy breaks through a new algorithm, such as fast Fourier transform, or reduces the complexity of the comparative algorithm from N2 to N log n.
More commonly, the strategy breaks through the re-expression of data or tables - this is the core of the program.
Chapter 10 Outline
I remember that there was a project that changed every six months in the three-year development cycle. At a certain stage, when you need a better performance, the command counter uses a trigger to implement; the next phase, the cost reduction is the main focus, and the instruction counter is implemented. In another project, the best project manager I have ever seen often serves as a large-scale regulator, and his inertia has lowered fluctuations from market and managers.
Chapter 11 is prepared
Therefore, the management problem is no longer "whether to build a testistic system, then discard it?" You must do this. The problem is now "Do you pre-plan to abandon the development of prototypes, or issue this prototype to the user?" From this angle to see questions, the answer is clearer. Publish the prototype to the user, you can get time, but its cost is high - for users, use extreme pain; for re-developing personnel, dispersed energy; for products, affect the reputation, even the best re-design is also difficult to save reputation.
So, for discarding, you must do this in any case.
Chapter 12, Dried Mo
For tools, even now, many software projects are still like a hardware store. Each backbone personnel carefully keeps a set of tools collected in their career, which is an intuitive certificate of personal skills. In this way, each programmer has retained editor, sort, memory information dump, disk utility and other tools.
This approach is stupid to the software project.
Chapter 13 Overall Part
Like an old myth, there are always some people who love boosts in modern myth: "I can write control of air freight, intercept ballistic missiles, management bank accounts, and control production lines." For these people, answer is very simple, " I can also, anyone can, but have other people succeeded? "
Chapter 14, a billed
When the first-line manager discovered that his team appeared, he did not immediately rush to the boss to report this frustrated news. The team can make up for progress bias, he can think of the method or rescheduled progress to solve problems, why do you want to trouble the boss? From this perspective, it seems to be not bad. Solving such problems is indeed the responsibility of the frontline manager. The boss has a lot of truly troubles that need to be dealt, he doesn't want to make more problems. Therefore, all dirt is hidden under the carpet.
There are two ways to open the blanket to exhibit the dirt exhibition in front of the boss, they must be used. One is to reduce role conflicts and encourage status sharing, the other is to pull away the carpet.
Chapter 15
In the face of the "simple" procedures, most people in us have never disappointed the anonymous author of the far in him. Therefore, some people try to slowly instill the importance of documents to newcomers: aim to extend the life of the software, overcome the pressure of inert and progress. However, many attempts have failed, I think it is likely to use the wrong way.
Chapter 16 No silver bomb
In all the monsters of all terrorist folklore, the most terrible is a wolf, because they can completely unexpectedly become terrible monsters from the familiar faces. In order to deal with the wolf, we are looking for silver bombs that can eliminate their.
Software projects with some people have some people's feature (at least in non-technical manager), often seem simple and clear, but it is possible to become a backward progress, beyond the budget, there is a lot of defective monsters. Therefore, we have heard the call for the silver bombs, seeking a few swords that can reduce the cost of software in the cost of computer hardware. However, we look at the situation in the past decade, there is no trace of silver. There is no technique or management progress, and it is possible to independently increase the increase in productivity, reliability or simpleness. In this chapter, we try to explore the cause by analyzing the nature of the software problem and the characteristics of many candidate silver bombs. Chapter 17 and then On "No Silver Bomb"
"No silver bomb" claims and concluded that in the past ten years, there is no separate software engineering progress to improve software productivity (from 1986 version). It is already the ninth year, so it should also be seen whether these predictions have been obtained.
"Moon Moon Myth" is quite quantified, rarely there is any objection; in contrast, "no silver bomb" has triggered a number of debates, and the editor has received many articles and letters. It is still continuing 3. Most of them attacked their core arguments and my point of view - there is no mythical solution, and there will be no in the future. Most of them agreed with the "no silver bomb" one in the article, but then concluded that there was a silver bomb that killed the software monster - the silver bomb they invented. Today, when I re-read some early feedback, I can't help but find that during the period from 1986 to 1987, the secret recipe that was strongly respected did not appear.
Chapter 18, "Moon Myth": Yes Or Is it?
Now our understanding of software engineering is much more than 1975. So in the 1975 version of the people's moon mythology, what views have been supported by data and experience? Which views have been proven to be incorrect? What are the views of the world with the world? In order to help judgment, I will pick up the argument in 1975, and listed in the form of a summary - they are that year I think it will be correct: Objective facts and experience in the promotion. (You may ask, "If these is all the books, why do you spend the space of 177 to discuss?") The comments in square brackets are new content.
Chapter 19 20 years later people myths
Why is "the moon myth" continues? Why is it still related to the current software practice? Why is also a reader group, lawyer, doctor, sociologist, psychologist, aware of software engineering, and software personnel, constantly put forward comments, reference it, and keep communicating with me? 20 years ago, a book on software development experience 30 years ago, how can I still be related to the reality? Never say help.
