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Product details
File Size: 3860 KB
Print Length: 336 pages
Simultaneous Device Usage: Up to 5 simultaneous devices, per publisher limits
Publisher: Addison-Wesley Professional; 2 edition (August 2, 1995)
Publication Date: August 2, 1995
Sold by: Amazon Digital Services LLC
Language: English
ASIN: B00B8USS14
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Amazon Best Sellers Rank:
#52,051 Paid in Kindle Store (See Top 100 Paid in Kindle Store)
I read this book twenty years or so ago and I have given away several copies of it to others who manage groups of professionals engaged in scientific research and analyses. Although Dr. Brooks writes specifically about his experiences with software development, I feel that a reader could easily replace references to programming or software with the more generic "project" to imagine how Brooks' experiences might apply to their own work. The Mythical Man-Month is a very thoughtful treatment on the structuring of work groups and of the importance of communication within and among teams working on projects.
I love this book. I think it came out before Agile & Scrum took off. However there are so many wonderful concepts about organizing large technically complex projects. So much of what he talks about is just good project planning--forget software development. I am in the chapter now where they are discussing how it is better to have a project which adheres to the original well planned form for a project--rather than sloppily stringing a bunch of updated ideas together with the original base. It is a philosophy which can be related to everyday life--not just software development.
A fantastic read; the examples are a little dated but the message is exemplary and relevant. Frankly, this might be the most excellent piece of software engineering literature in existence.It is dense, every sentence is necessary and relevant. The allusions, metaphors, and examples all help to paint and SHOW not TELL the author's ideas.A cross between literary masterpiece and dialogue about software engineering, this novel will stand the test of time.
I am a retired computer programmer, 86 years old, a career therein dating from a chance occurrence in 1956, and having been laid off from U.S.Defense Dept. work finally in 1987, when the Cold War ended. I was actively involved in working with the big computer at a Navy base, and involved in choosing a replacement for IBM 7090, so I heard a lot of feedback from aerospace contractors who got the System 360 about which the author is writing. After our assessment of available machines, we chose not to go on with IBM, but got another vendor. I have heard about this book intermittently through the years, always intending to acquire it. When I lately found out about the 1995 edition, I acquired it and read it with great interest. A very good exposition of the nuts and bolts that exist behind large projects. From my experience, as employed by the U.S. government and then by a contractor to it, I concur with all his conclusions, and welcome the 1995 additional material in which he clarifies some matters. Good reading and good advice. Must have!
=== Excellent insights into software ===IMHO, Brooks has distilled fundamental truths; you might find his ideas slightly outdated; but all will agree Brooks offers at least excellent insights. To list but a few: build times determine programmer work cycle; agreement on high-level goals is essential; dev tools make a huge difference; visualizing code is a hard problem; programmers are optimists.=== Superbly edited ===If you've a background in editing (developmental down to line), you will be impressed by this text. "Perfection is achieved, "said Saint-Exupery, "when there's nothing left to take away"; and that is absolutely the case here. Every point is pertinent to the thesis, every sentence is necessary, every phrase concise. (I cannot say the same of Brooks's follow-on book, "Design of Design".)=== Classy ===Brooks was the project manager for the OS/300, a $5B endeavor that IBM bet its future on, an engineering effort of the highest magnitude, and a spectacular success. But whenever he mentions an aspect or feature where he feels OS/300 excelled, he always gives complete credit to whomever designed that aspect or implemented that feature; and whenever he mentions an area where he feels OS/300 fell short, he takes complete personal responsibility for the shortcoming.
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