Like economics, the discipline of software development suffers from a weakness that prevents the resolution of competing theories, in that it is generally impossible to perform controlled experiments. It would take an extremely brave manager to ever try out two competing development theories by having two teams build the same product simultaneously. However, it is possible to borrow a technique from theoretical physics and perform thought experiments. Such an experiment would involve having more than one team develop the same product simultaneously, but using different techniques. That type of experiment is the premise of this novel.
The main character is a recent victim of downsizing who is kidnapped and taken to a formerly communist country where the educational level is high and the costs are low. Once there, he succumbs to his fantasies and agrees to perform the experiment of his dreams. With six products to build and a large staff of developers, he splits them into eighteen groups where each product is being built by three teams simultaneously. Each group of the three then uses a different development method. Throw in impossible deadlines and you have a microcosm of software development.
It would appear that such a premise would guarantee a boring book, but nothing could be further from the truth. The book is entertaining and enduring, as developers will recognize most of their development problems, albeit couched in somewhat unique circumstances. Many of the leading figures in the theory of software development management make cameo appearances, including a certain very rich man. The end result is a true stroke of genius that has somewhat of a surprise ending, but actually quite natural, given the current climate in the computer business.
It is rare when a book about the management of software development is not as dull as baked dirt, and this book is indeed the exception. Not only is it entertaining, but you can even learn some management skills in the process.
汤普金斯被解雇了,他像往常一样,坐在礼堂的最后面,接受着“新的机会”的洗脑,好让自己有动力去外面寻找新的机会,不过这一切都太无聊了,于是,汤普金斯又睡着了…… 这时,来了一个黑发美女,坐到汤普金斯的旁边,与他谈论了一些关于项目管理的问题,然后,美女给了他一...
评分 评分每读一个章节,都能够在现实的工作中找到或多或少的影子。 想做好项目管理 -- 或者是更广泛意义的管理工作,都应该去翻翻这本书。
评分关于项目管理,其实,我真的没有多大的感觉,本书说的是软件设计的项目管理,是靠我最近的一个项目。 不过,所有项目的互通感,让我了解到 一、项目的组建,包括项目成员人数,项目产品经理的任命,职能 1、人刚刚好,就好,如果所有的项目功能都设计好了以后,那就是任务...
评分本文为转载, 原文出处http://book.douban.com/subject/discussion/1032073/ 优质管理的四大要素:选择正确的人、为他们分配正确的工作、保持他们的积极性、帮助团队凝聚起来并保持团队的凝聚力。 一、安全和变化 01除非感到安全,否则人们就不能去迎接变化。 02...
本以为这是一本讲管理的书,最后才发现是码农的YY片儿
评分本以为这是一本讲管理的书,最后才发现是码农的YY片儿
评分本以为这是一本讲管理的书,最后才发现是码农的YY片儿
评分本以为这是一本讲管理的书,最后才发现是码农的YY片儿
评分本以为这是一本讲管理的书,最后才发现是码农的YY片儿
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