The book of People's Month myth

Read through the "People's Month myth", learned a lot about software project management experience, enrich their own professional knowledge, but also a lot of feelings.

In the field of software project management, there are few like "People's Month myth" with strong influence and best-selling. Brooks provides insightful insights into the management of complex projects for anyone, with a lot of thought-provoking ideas and a large number of software engineering implementations. In this book Brooks re-examines his original point of view, adding some new ideas and suggestions.

The first chapter: Tar Pits. The development of large systems in the past few decades is like a tar pit. Below the horizontal boundary, the program becomes a programming product, which is a program that can be run, tested, repaired, and extended by anyone. Programming as a profession also has the pure happiness, but in this process is not all is joyful, therefore must pursue the perfect, makes the good product.

Chapter Two: The Myth of Man-moon. In many software projects, the lack of a reasonable time schedule is the main cause of project lag. Causes of universal catastrophe: lack of effective research on estimating techniques, lack of confidence in their estimates, lack of tracking and oversight of progress. In this chapter also understand to have optimistic spirit, but can not blindly optimistic, need to have scientific basis.

Chapter Three: the surgical team. To focus on team collaboration ability. Mills recommends that each part of a large project be addressed by a team, but that the team is organized in a similar way to surgery.

The fourth chapter: aristocratic autocracy, democratic politics and systematic design. In system design, conceptual integrity should be the most important consideration. Autocratic rule of the team, resulting in a concept consistent, functional and systematic, can be customer satisfaction products.

The fifth chapter: the Lily. When developing the first system, the architect tends to be refined and concise. The second system is the most dangerous system designed by designers. And the project manager should know how to avoid the superfluous, so that the project will be fully reflected.

The sixth chapter: implementation. With the user manual as the center, designers and implementers have to communicate fully through very formal communication, meetings, phone records, e-mails, etc. The handbook needs to be precise, avoids errors, and the final test structure is tested using the user manual as a guideline.

The seventh chapter: Why Babel will fail? The organization of large software projects is the result of communication, and the purpose of the organization is to facilitate communication. The organization is divided into two parts: the organization of documents like no work manuals and people.

The eighth chapter: be confident. Practice is the best teacher. The estimate has 3 elements: 1. Practice 2. Quantitative Indicators 3. Build models based on quantified indicators. Re-establish the model, the implementation--

The Nineth chapter: Fits. The main lecture program occupies the control of resources. Scale control is needed to create some space skills.

The tenth chapter: sketchy. The document goal of a computer product is to define the organization and needs to be met, define the resources, constraints, and priorities that are urgently needed. Formal documentation is needed.

The 11th chapter: Prepare for the rainy day. 1. Using prototype Development 2. The only constant is change. 3. Software maintenance accounts for 4 of the total project. Not products delivered to customers, but satisfaction 5. Fixing bugs will introduce new bugs with a 20%-50% chance.

The 12th chapter: Gan Moye. These tools are a visual proof of personal skills for the backbone to take care of a set of tools collected in their work life.

The 13th chapter: the whole part. 1. Prevent bugs from starting with the product Definition 2. Let each part work alone, then the whole joint.

The 14th chapter: Huoqixiaoqiang. PERT Chart, clear and measurable milestones, with real feedback and review of progress information, can avoid the lag of progress.

The 15th chapter: the other side. Documentation is required, but the workload of the document should be minimized.

The 16th chapter: no silver bullet--the fundamental and minor problems in software engineering. This is a paper, the author thinks the software project has the character of Human Wolf. The author analyzes the inherent characteristic complexity, consistency, variability and invisibility of the software system, which shows that the software is inherently free of silver bullets.

The 17th chapter: "No silver bomb" again. Software development has fundamental difficulties, but there are improved methods available.

For software projects from the beginning of the tar pit state to the constant discovery of problems, understand the problem until further problem solving. The most impressive is the well-known Brooks Law: for the progress of a backward software development program, if the increase in manpower, will only make it more backward. People often take the month to calculate the workload of the software, but Brooks found that the development of software is required to communicate between people, which makes the design work is not easy to split.

The book of People's Month myth