In many ways, managing a large computer programming project is similar to a large project in any other industry—more so than most programmers think; In many other ways, it's different—bigger than most professional managers think.
Knowledge in this area is accumulating. There have been some discussions and conferences, and some books and ** have been published in the AFIPS (American Federation of Information Processing Societies), but there is no established method to systematically elaborate on them. It seems appropriate to provide such a small book that mainly reflects personal views.
Although I originally worked in computer science programming, I was mainly involved in hardware architecture between 1956 and 1963 when automatic control programs and high-level language compilers were developed. In 1964, I became the manager of the operating system, OS 360, and found that the progress of previous years had changed the world of programming a lot.
Preface to the First Edition
contents
The tar pit
Programming system products.
The joy of the profession.
Career distress.
The mythical man-month
Optimism. Human months.
System testing. Empty estimates.
Recurring progress disasters.
The surgical team
Issue. Mills' suggestion.
How it works. Expansion of the team.
Aristocracy, democracy, and system
Conceptual consistency.
Gain conceptual integrity.
Aristocratic rule and democratic politics.
What should implementers do while waiting?
The second-system effect
Interaction guidelines and mechanisms for structural engineers.
Self-discipline – the consequences of developing a second system.
Passing the word
Documented Specifications – Manual.
Formal definitions.
Direct integration. Meetings and conferences.
Multiple implementations. **Log.
Product testing. Why did Tower of Babylon fail? （why did the tower of babel fail?）
Lessons from the management of the Tower of Babylon.
Communication in large programming projects.
Project Workbook.
Organizational structure for large-scale programming projects.
Calling the shot
portman's data.
Aron's data.
Harr's data.
OS 360.
Corbato's data.
Ten pounds in a five-pound sack
as a cost of program space.
Scale control. Spatial skills.
The presentation of data is fundamental to programming.
The documentary hypothesis
Documentation for computer products.
Documentation of university departments.
Documentation for software projects.
Why is there formal documentation?
Plan to throw one away
Pilot plants and scale-ups.
The only constant is the change itself.
for the change planning system.
Plan the organizational structure for the change.
Two steps forward and one step back.
One step forward, one step back.
Sharp Tools
Target machine. Ancillary machines and data services.
High-level languages and interactive programming.
the whole and the parts
Designs that cull bugs.
Debugging of component elements.
System integration and debugging.
Hatching a Catastrophe
Milestone or heavy burden?
The rest of the parts will fall behind anyway".
underneath the carpet.
The other face
What kind of documentation is needed.
Flow chart. Self-documenting programs.
l¡g flö9ÿ ‘onö]åz n-v—h9g,t„k!›†no silver bullet essence an
Abstract 1 Introduction.
Does it have to be that difficult? - Fundamental difficulties.
Some breakthroughs in the past to solve minor difficulties.
Hope for the Silver Bullet.
A promising approach to the fundamental problem of the concept.
No Silver Bullet "Refired".
Man-wolf and other horror legends.
There is a silver bullet right here!
Vague expressions can lead to misunderstandings.
Harel's analysis.
Jone's point of view – quality leads to productivity.
So, what about productivity?
Object-Oriented Programming – Is This Copper Bullet Okay?
What about reuse?
Learning a lot of vocabulary – a predictable, but not yet predictable, problem with software reuse.
The essence of the bullet - the situation has not changed.
0 nºg y^‰ý0 v—›âp¹ÿˆf/b š^propositions of the mythical man
Chapter 1 Tar Pits.
Chapter 2: The Myth of the Man-Month.
Chapter 3 The Surgical Team.
Chapter 4 Aristocracy**, Democratic Politics, and System Design.
Chapter 5 Drawing a Snake.
Chapter 6 Implementation.
Chapter 7 Why Did the Tower of Babylon Fail?
Chapter 8 Be Confident.
Chapter 9 Cutting Enough.
Chapter 10 Outline.
Chapter 11 Plan Ahead.
Chapter 12 Dry Commander Mo Evil.
Chapter 13 Whole Parts.
Chapter 14 Woe to the Wall.
Chapter 15: The Other Side.
Concluding remarks of the original book.
The mythical man-month after 20 years
Why is there a twentieth anniversary edition?
Core Perspective: Conceptual Integrity and Structural Engineer.
The consequences of the development of the second system: blind guesswork on function and frequency.
The success of the graphical (WIMP) interface.
There is no discarding prototype built – the waterfall model is wrong!
The incremental development model is better – gradual refinement.
Regarding information hiding, parnas is right and I am wrong.
How mythical is the human month? Boehm's model and data.
People are everything (or rather, almost everything).
Give up the power of power.
What's the most surprising new thing? Millions of computers.
A new software industry – finished software for plastic film packaging.
Buy to develop – use a ready-made software package in plastic packaging as a building block.
The state and future of software engineering.
óg_‰ínänºt _•0 oàr¨nº_ãt„qenánp“£v—nflsa^tÿ epilogue fifty years of wo
Notes and references
Chapter 1.
Chapter 2.
Chapter 3.
Chapter 4.
Chapter 5.
Chapter 6.
Chapter 7.
Chapter 8.
Chapter 9.
Chapter 10.
Chapter 11.
Chapter 12.
Chapter 13.
Chapter 14.
Chapter 15.
Chapter 16.
Chapter 17.
Chapter 18.
Chapter 19.
Index
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