Debugging the Development Process: Practical Strategies for Staying Focused, Hitting Ship Dates, and Building Solid Teams: Amazon.de: Steve Maguire: Englische Bücher

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Synopsis

The author explains how he organized and supervised effective software development teams at the Microsoft company to come up with timely and high-quality commercial applications, offering a candid look at the group dynamics of software development. Original. (Advanced).

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Have you ever stopped to consider what makes one project lead or programmer more effective than another? Lesen Sie die erste Seite

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3.0 von 5 Sternen Definitely worth reading, but not awesome., 3. Juni 2000

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This book is NOT about project management, it is about 1st line supervision. Of course, 1st line supervisors interface with management and this book addresses that some, but that doesn't address project management from a manager's view, just a supervisor's. You need to know who this book is for. It is for an experienced supervisor, someone who can spot the occasional errors. In this case the errors are strongly held but misplaced opinions. One error the author made was to call programmers lazy who read source code as part of a job (p. 50). That's a foolish statement. If you've ever debugged someone else's undocumented code, you have to read the source to even figure out what the code is supposed to do. He praises people who make snap decisions (p. 20). That's silly. It's better than no decision, but certainly not praiseworthy. And on pp. 113-115 he says to "Give Experts the Boot." Here he's parroting the "we need generalists" mantra that became popular about 5 or 6 or 7 years ago. I've seen a very noticible drop in quality all over the industry. One example, when one company I worked at got rid of their Ph.D. from MIT who did thermal analysis and replaced him with a non-degreed mechanical designer who was trying to run thermal analysis software, not even having a clue on the intricacies of thermal analysis and design. At this point the thermal design of their computers became a joke. Maybe it would work and maybe it wouldn't. Don't get me wrong. The author has a number of good points. E.g., fix bugs ASAP (p. 128), don't let them pile up for later. Set your coding priorities (pp. 17-19), and do proper postmortems (pp. 78-80). Very good book, but you must beware of his errors. If you are young, read this again after 10 to 15 years.

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4.0 von 5 Sternen Professional Project Management, 27. April 2000

Von	"tlbeck" - Alle meine Rezensionen ansehen

Although the focus is specific to software development, this book is a good primer for Project Leaders, Team Members and Managers on overall results oriented performance. Key points covered:

� Focus on project goals and priorities � Simple process changes yield big results � Attack the right problem � Features must be strategic for the product � Look ahead, don't let foreseeable problems surprise you � Effective meetings end with decisions and minimize disruptions to work � Post-mortems are effective if they answer how to fix problems � Schedules are best if milestone driven, giving the team a sense of "wins" � Grow your people, focus on immediate opportunities for feedback, avoid end of season coaching � The product is everything that's in the box � Leverage � Productivity

I liked the real-world examples, and the varied experiences cited from within the walls of a respected development organization.

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3.0 von 5 Sternen Good Book, Lacks New Ideas, 30. M�rz 2000

Von	David A. Carlson "0xCAFED00D" (Apple Valley, MN USA) - Alle meine Rezensionen ansehen (REAL NAME)

Overall this is a good book that is an easy quick read. All of the ideas presented though are common sense. That being said, I have worked for enough organizations where the common sense presented in this book has been ignored. For those of you with a manager who does not believe in writing bug free quality code, buy him this book! It's even possible that he or she might understand what you are talking about when you say you hate status meetings.

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