Read Note 08

Thoughts on the myth of People's Month

　　

Read the "Human Moon myth" in the middle section today, "Human Moon Myth" is a classic in software engineering, author Brooks (Frederick p. Brooks) known as "The father of IBM system/360", he was the project manager of this system, Later in the design period any of the 360 operating system project managers. As a result of this work, he and Bob Evans and Erich Bloch won the National Technology Award in 1985. Dr. Brooks was an early architect of IBM's stretch and harvest computers. In 1999, he was awarded the highest award in the U.S. computer field.
In my opinion, the most difficult part of learning programming is to adjust the way of doing things to the pursuit of perfection. In fact, the latest ideas are used only when they are actually needed, because the systems that have been implemented have been able to meet the requirements and reflect the rewards. The decision to achieve backwardness should be based on other existing systems rather than the concepts that are not implemented. Therefore, the challenge and task we face is to find practical solutions to practical problems within the context of actual progress and effective resources. First, we have a lack of effective research on estimating techniques, and more seriously, it reflects a silent, but untrue, assumption that everything will work well. Second, the assumptions that we use for estimating techniques imply that people and months are interchangeable and mistakenly confuse progress with workload. Third, because of lack of confidence in their own estimates, software managers often do not have the patience to continuously estimate the work. IV, lack of tracking and supervision of progress. When the shift in consciousness progresses, the subconscious (and traditional) response is to increase manpower. For the scheduling of software tasks, the following are the rules of thumb that I have used for many years: 1/3 plan, 1/6 coding, 1/4 software testing and early system testing, 1/4 system testing, all the artifacts are complete. Develop and implement productivity charts, defect rate charts, estimating rules, and more, and the entire organization will ultimately benefit from sharing these data. Adding more manpower to the lagging projects will only lead to a further lag in progress. The time of the project depends on the order limit, and the maximum number of people depends on the number of independent subtasks. Experience and actual performance are not interlinked. In fact, the experience of most large programming systems shows that swarmed's development approach is cost-effective, slow, inefficient, and develops products that cannot be integrated on a conceptual model. Mills recommends that each part of a large project be resolved by a team, but that the team is organized in a similar surgical way, rather than swarmed. That is, in contrast to each member intercepting a part of the problem, there is one person who accomplishes the decomposition of the problem, and others give him the support they need to improve efficiency and productivity. (32) The surgeon (who personally defines the functional and performance specifications, the design process, the preparation of the source code, the test, and the writing of the technical documentation); Deputy (its main role is as a design thinker, discussion and evaluation staff.) He needs to have a detailed understanding of all the code and the alternatives to the design strategy; the administrator (surgeon) needs a professional manager who controls finance, personnel, workplace, and office equipment, which acts as an interface with other management agencies in the Organization; Edit (edit according to surgeon's drafts or dictation, Analyze and reorganize, provide a variety of reference information and bibliography, maintain multiple versions, and supervise the mechanism of document generation); two secretaries (admin and editor Everyone needs a secretary.) The Administrator's Secretary is responsible for the project's writing and non-product documentation); Program Clerk (He is responsible for maintaining technical records for all teams in the programming product libraryTool maintenance staff (his job is to examine the tools that his surgeon needs, not the needs of other teams.) Tool maintainers often have to develop utilities, compile libraries with catalogs, and organize, and testers (surgeons need a lot of appropriate test cases for the pieces of work he writes, and for testing the entire work); Language experts (language experts seek a concise, Effective use of language methods to solve complex, obscure or tricky problems).

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