notas leitura: The Mythical Man-Month 1

capitulo 1 – The Tar Pit
pag. 9
“The obsolescence of an implementation must be measured agaisnt other existing implementations, not against unrealized concepts. The challenge and the mission are to find real solutions to real problems on actual schedules with available resources.”

capitulo 2 – The Mythical Man Month
pag. 15
“The programmer builds from pure thought-stuff: concepts and very flexible representation thereof. Because the medium is tractable, we expect few difficulties in implementation; hence our pervasive optimism. Because our ideas are faulty, we have bugs; hence our optimism is unjustified.”
pag. 16
“Men and month are interchangeable commodities only when a task can be partitioned among many workers with no communication among them.”
pag. 21
“Observe that for the programmer, as for the chef, the urgency of the patron may govern the schedule completion of the task, but it cannot govern the actual completion.”
pag. 21
“It is very difficult to make a vigorous, plausible, and jobrisking defense of an estimate that is derived by no quantitative method, supported by little data, and certified chiefly by the hunches of the manager.”
pag. 25
“The number of months of a project depends upon its sequential constraints. The maximum number of men depends upon the number of independent subtasks. From these two quantities one can derive schedules using fewer men and more months. (The only risk is product obsolescence.) One cannot, however, get workable schedules using more men an fewer months. More software products have gone awry for lack of calendar time than for all other causes combined.”

capitulo 3 – The Surgical Team
pag. 30
“… if a 200-man project has 25 managers who are the most competent and experienced programmers, fire the 175 troops and put the managers back to programming. (…) the problem with the small, sharp team concept [is] it is too slow for really big systems.”
pag. 33
“absolutely vital to [Harlan] Mills’s concept is the transformation of programming from ‘private art to public practice’ by making all the computer runs visible to all team members and identifying all programs and data as team property, not private property.”
pag. 35
“Notice in particular the differences between a team of two programmers conventionaly organized and the surgeon-copilot team. First, in the conventional team the partners divide the work, and each is responsible for design and implementation of part of the work. In the surgical team, the surgeon and copilot are each cognizant of all the design and all of the code.”

capitulo 4 – Aristocracy, Democracy, and System Design
pag. 42
“Even though they have not taken centuries to build, most programming systems reflect conceptual disunity far worse than that of cathedrals. Usually this arises not from a serial succession of master designers, but from the separation of design into many tasks done by many men.”
pag. 45
“By the architecture ofa system, I mean the complete and detailed specification of the user interface. For a computer this is the programming manual. For a compiler it is the language manual. For a control program it is the manuals for the language os languages used to invoke its functions. For the entire system it is the union of the manuals a user must consult to do his entire job.”
pag. 46
“Good features and ideas that do not integrate with a system’s basic concepts are best left out.”

capitulo 4 – the second-system effect
pag. 56
“The second-system effect has another manifestation somewhat different from pure functional embellishment. That is a tendendy to refine techniques whose very existence has been made obsolete by changes in basic system assumptions.”

Nome: The Mythical Man-Month: Essays on Software Engineering, Anniversary Edition (2nd Edition)
Autor: Frederick P. Brooks
Editora: Addison-Wesley Professional; 2 edition (August 12, 1995)
ISBN-13: 978-0201835953

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