The mythical man-month
Author: Frederick Phillips Brooks
Publisher: Addison-Wesley Longman
The tar pit. The mythical man-month. The surgical team; Aristocracy, democracy, and system design. The second-system effect. Passing the word. Why did the tower of babel fail? Calling the shot. Ten pounds in a five-pound sack. The documentary hypothesis. Plan to throw one away. Sharp tools. The whole and parts. Hatching a catastrophe. The other face.
The Mythical Man-month
Author: Frederick Phillips Brooks
Publisher: Addison-Wesley Professional
No book on software project management has been as influential and timeless as The Mythical Man-Month. Blending software engineering facts with thought-provoking personal opinions, author Fred Brooks offers insight into managing the development of complex computer systems. In this twentieth anniversary edition, the original text is accompanied by Fred Brooks' current advice and thoughts based on the newest developments in the computer industry. In four added chapters, including his 1986 article, No Silver Bullet, Brooks asks whether there is yet a silver bullet for software productivity and gives his latest opinions on the mythical man-month.
Author: Frederick P. Brooks (Jr.)
Few books on software project management have been as influential and timeless as The Mythical Man-Month. With a blend of software engineering facts and thought-provoking opinions, Fred Brooks offers insight for anyone managing complex projects. These essays draw from his experience as project manager for the IBM System/360 computer family and then for OS/360, its massive software system. Now, 20 years after the initial publication of his book, Brooks has revisited his original ideas and added new thoughts and advice, both for readers already familiar with his work and for readers discovering it for the first time. The added chapters contain (1) a crisp condensation of all the propositions asserted in the original book, including Brooks' central argument in The Mythical Man-Month: that large programming projects suffer management problems different from small ones due to the division of labor; that the conceptual integrity of the product is therefore critical; and that it is difficult but possible to achieve this unity; (2) Brooks' view of these propositions a generation later; (3) a reprint of his classic 1986 paper "No Silver Bullet"; and (4) today's thoughts on the 1986 assertion, "There will be no silver bullet within ten years."
The Design of Design
Author: Frederick P. Brooks Jr.
Publisher: Pearson Education
Making Sense of Design Effective design is at the heart of everything from software development to engineering to architecture. But what do we really know about the design process? What leads to effective, elegant designs? The Design of Design addresses these questions. These new essays by Fred Brooks contain extraordinary insights for designers in every discipline. Brooks pinpoints constants inherent in all design projects and uncovers processes and patterns likely to lead to excellence. Drawing on conversations with dozens of exceptional designers, as well as his own experiences in several design domains, Brooks observes that bold design decisions lead to better outcomes. The author tracks the evolution of the design process, treats collaborative and distributed design, and illuminates what makes a truly great designer. He examines the nuts and bolts of design processes, including budget constraints of many kinds, aesthetics, design empiricism, and tools, and grounds this discussion in his own real-world examples—case studies ranging from home construction to IBM’s Operating System/360. Throughout, Brooks reveals keys to success that every designer, design project manager, and design researcher should know.
An introductory course on Software Engineering remains one of the hardest subjects to teach largely because of the wide range of topics the area enc- passes. I have believed for some time that we often tend to teach too many concepts and topics in an introductory course resulting in shallow knowledge and little insight on application of these concepts. And Software Engineering is ?nally about application of concepts to e?ciently engineer good software solutions. Goals I believe that an introductory course on Software Engineering should focus on imparting to students the knowledge and skills that are needed to successfully execute a commercial project of a few person-months e?ort while employing proper practices and techniques. It is worth pointing out that a vast majority of the projects executed in the industry today fall in this scope—executed by a small team over a few months. I also believe that by carefully selecting the concepts and topics, we can, in the course of a semester, achieve this. This is the motivation of this book. The goal of this book is to introduce to the students a limited number of concepts and practices which will achieve the following two objectives: – Teach the student the skills needed to execute a smallish commercial project.
Regarding the controversial and thought-provoking assessments in this handbook, many software professionals might disagree with the authors, but all will embrace the debate. Glass identifies many of the key problems hampering success in this field. Each fact is supported by insightful discussion and detailed references.
This is a book about the computer revolution of the mid-twentieth century and the people who made it possible. Unlike most histories of computing, it is not a book about machines, inventors, or entrepreneurs. Instead, it tells the story of the vast but largely anonymous legions of computer specialists -- programmers, systems analysts, and other software developers -- who transformed the electronic computer from a scientific curiosity into the defining technology of the modern era. As the systems that they built became increasingly powerful and ubiquitous, these specialists became the focus of a series of critiques of the social and organizational impact of electronic computing. To many of their contemporaries, it seemed the "computer boys" were taking over, not just in the corporate setting, but also in government, politics, and society in general. In The Computer Boys Take Over, Nathan Ensmenger traces the rise to power of the computer expert in modern American society. His rich and nuanced portrayal of the men and women (a surprising number of the "computer boys" were, in fact, female) who built their careers around the novel technology of electronic computing explores issues of power, identity, and expertise that have only become more significant in our increasingly computerized society.In his recasting of the drama of the computer revolution through the eyes of its principle revolutionaries, Ensmenger reminds us that the computerization of modern society was not an inevitable process driven by impersonal technological or economic imperatives, but was rather a creative, contentious, and above all, fundamentally human development.
Author: Tom DeMarco, Timothy R. Lister
Publisher: Pearson Education
Most software project problems are sociological, not technological. Peopleware is a book on managing software projects.
"If you're looking for solid, easy-to-follow advice on estimation, requirements gathering, managing change, and more, you can stop now: this is the book for you."--Scott Berkun, Author of The Art of Project Management What makes software projects succeed? It takes more than a good idea and a team of talented programmers. A project manager needs to know how to guide the team through the entire software project. There are common pitfalls that plague all software projects and rookie mistakes that are made repeatedly--sometimes by the same people! Avoiding these pitfalls is not hard, but it is not necessarily intuitive. Luckily, there are tried and true techniques that can help any project manager. In Applied Software Project Management, Andrew Stellman and Jennifer Greene provide you with tools, techniques, and practices that you can use on your own projects right away. This book supplies you with the information you need to diagnose your team's situation and presents practical advice to help you achieve your goal of building better software. Topics include: Planning a software project Helping a team estimate its workload Building a schedule Gathering software requirements and creating use cases Improving programming with refactoring, unit testing, and version control Managing an outsourced project Testing software Jennifer Greene and Andrew Stellman have been building software together since 1998. Andrew comes from a programming background and has managed teams of requirements analysts, designers, and developers. Jennifer has a testing background and has managed teams of architects, developers, and testers. She has led multiple large-scale outsourced projects. Between the two of them, they have managed every aspect of software development. They have worked in a wide range of industries, including finance, telecommunications, media, nonprofit, entertainment, natural-language processing, science, and academia. For more information about them and this book, visit stellman-greene.com
Author: Hank Rainwater
This self-help guide is for programmers who need to improve their management and leadership skills.
Author: Steve McConnell
Publisher: Microsoft Press
Corporate and commercial software-development teams all want solutions for one important problem—how to get their high-pressure development schedules under control. In RAPID DEVELOPMENT, author Steve McConnell addresses that concern head-on with overall strategies, specific best practices, and valuable tips that help shrink and control development schedules and keep projects moving. Inside, you’ll find: A rapid-development strategy that can be applied to any project and the best practices to make that strategy work Candid discussions of great and not-so-great rapid-development practices—estimation, prototyping, forced overtime, motivation, teamwork, rapid-development languages, risk management, and many others A list of classic mistakes to avoid for rapid-development projects, including creeping requirements, shortchanged quality, and silver-bullet syndrome Case studies that vividly illustrate what can go wrong, what can go right, and how to tell which direction your project is going RAPID DEVELOPMENT is the real-world guide to more efficient applications development.
The software profession has a problem, widely recognized but which nobody seems willing to do anything about; a variant of the well known ""telephone game,"" where some trivial rumor is repeated from one person to the next until it has become distorted beyond recognition and blown up out of all proportion. Unfortunately, the objects of this telephone game are generally considered cornerstone truths of the discipline, to the point that their acceptance now seems to hinder further progress. This book takes a look at some of those ""ground truths"" the claimed 10x variation in productivity between developers; the ""software crisis""; the cost-of-change curve; the ""cone of uncertainty""; and more. It assesses the real weight of the evidence behind these ideas - and confronts the scary prospect of moving the state of the art forward in a discipline that has had the ground kicked from under it.