the mythical : Dictionary / Wörterbuch (BEOLINGUS, TU Chemnitz)

Proverbs, aphorisms, quotations (English)	by Linux fortune

Adding manpower to a late software project makes it later. -- F. Brooks, "The Mythical Man-Month" Whenever one person is found adequate to the discharge of a duty by close application thereto, it is worse execute by two persons and scarcely done at all if three or more are employed therein. -- George Washington, 1732-1799
All programmers are optimists. Perhaps this modern sorcery especially attracts those who believe in happy endings and fairy godmothers. Perhaps the hundreds of nitty frustrations drive away all but those who habitually focus on the end goal. Perhaps it is merely that computers are young, programmers are younger, and the young are always optimists. But however the selection process works, the result is indisputable: "This time it will surely run," or "I just found the last bug." -- Frederick Brooks, "The Mythical Man Month"
As the system comes up, the component builders will from time to time appear, bearing hot new versions of their pieces -- faster, smaller, more complete, or putatively less buggy. The replacement of a working component by a new version requires the same systematic testing procedure that adding a new component does, although it should require less time, for more complete and efficient test cases will usually be available. -- Frederick Brooks Jr., "The Mythical Man Month"
Conceptual integrity in turn dictates that the design must proceed from one mind, or from a very small number of agreeing resonant minds. -- 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. 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"
The flow chart is a most thoroughly oversold piece of program documentation. -- Frederick Brooks, "The Mythical Man Month"
As the system comes up, the component builders will from time to time appear, bearing hot new versions of their pieces -- faster, smaller, more complete, or putatively less buggy. The replacement of a working component by a new version requires the same systematic testing procedure that adding a new component does, although it should require less time, for more complete and efficient test cases will usually be available. - Frederick Brooks Jr., "The Mythical Man Month"
Each team building another component has been using the most recent tested version of the integrated system as a test bed for debugging its piece. Their work will be set back by having that test bed change under them. Of course it must. But the changes need to be quantized. Then each user has periods of productive stability, interrupted by bursts of test-bed change. This seems to be much less disruptive than a constant rippling and trembling. - Frederick Brooks Jr., "The Mythical Man Month"
Conceptual integrity in turn dictates that the design must proceed from one mind, or from a very small number of agreeing resonant minds. - 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"
"Plan to throw one away. You will anyway." - Fred Brooks, "The Mythical Man Month"
An architect's first work is apt to be spare and clean. He knows he doesn't know what he's doing, so he does it carefully and with great restraint. As he designs the first work, frill after frill and embellishment after embellishment occur to him. These get stored away to be used "next time." Sooner or later the first system is finished, and the architect, with firm confidence and a demonstrated mastery of that class of systems, is ready to build a second system. This second is the most dangerous system a man ever designs. When he does his third and later ones, his prior experiences will confirm each other as to the general characteristics of such systems, and their differences will identify those parts of his experience that are particular and not generalizable. The general tendency is to over-design the second system, using all the ideas and frills that were cautiously sidetracked on the first one. The result, as Ovid says, is a "big pile." -- Frederick Brooks, "The Mythical Man Month"
Everyone knows that dragons don't exist. But while this simplistic formulation may satisfy the layman, it does not suffice for the scientific mind. The School of Higher Neantical Nillity is in fact wholly unconcerned with what ____does exist. Indeed, the banality of existence has been so amply demonstrated, there is no need for us to discuss it any further here. The brilliant Cerebron, attacking the problem analytically, discovered three distinct kinds of dragon: the mythical, the chimerical, and the purely hypothetical. They were all, one might say, nonexistent, but each nonexisted in an entirely different way ... -- Stanislaw Lem, "Cyberiad"