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De - Pt| Proverbs, aphorisms, quotations (English) | by Linux fortune |
| It is a very humbling experience to make a multimillion-dollar mistake, but it is also very memorable. I vividly recall the night we decided how to organize the actual writing of external specifications for OS/360. The manager of architecture, the manager of control program implementation, and I were threshing out the plan, schedule, and division of responsibilities. The architecture manager had 10 good men. He asserted that they could write the specifications and do it right. It would take ten months, three more than the schedule allowed. The control program manager had 150 men. He asserted that they could prepare the specifications, with the architecture team coordinating; it would be well-done and practical, and he could do it on schedule. Furthermore, if the architecture team did it, his 150 men would sit twiddling their thumbs for ten months. To this the architecture manager responded that if I gave the control program team the responsibility, the result would not in fact be on time, but would also be three months late, and of much lower quality. I did, and it was. He was right on both counts. Moreover, the lack of conceptual integrity made the system far more costly to build and change, and I would estimate that it added a year to debugging time. -- Frederick Brooks Jr., "The Mythical Man Month" | |
| It is a very humbling experience to make a multimillion-dollar mistake, but it is also very memorable. I vividly recall the night we decided how to organize the actual writing of external specifications for OS/360. The manager of architecture, the manager of control program implementation, and I were threshing out the plan, schedule, and division of responsibilities. The architecture manager had 10 good men. He asserted that they could write the specifications and do it right. It would take ten months, three more than the schedule allowed. The control program manager had 150 men. He asserted that they could prepare the specifications, with the architecture team coordinating; it would be well-done and practical, and he could do it on schedule. Futhermore, if the architecture team did it, his 150 men would sit twiddling their thumbs for ten months. To this the architecture manager responded that if I gave the control program team the responsibility, the result would not in fact be on time, but would also be three months late, and of much lower quality. I did, and it was. He was right on both counts. Moreover, the lack of conceptual integrity made the system far more costly to build and change, and I would estimate that it added a year to debugging time. - Frederick Brooks Jr., "The Mythical Man Month" | |
| XXXVI: The thickness of the proposal required to win a multimillion dollar contract is about one millimeter per million dollars. If all the proposals conforming to this standard were piled on top of each other at the bottom of the Grand Canyon it would probably be a good idea. XXXVII: Ninety percent of the time things will turn out worse than you expect. The other 10 percent of the time you had no right to expect so much. XXXVIII: The early bird gets the worm. The early worm ... gets eaten. XXXIX: Never promise to complete any project within six months of the end of the year -- in either direction. XL: Most projects start out slowly -- and then sort of taper off. -- Norman Augustine | |
