Steve McConnell's books have always displayed a remarkable degree of practicality and readability. This book is no different.
The author says at the outset the Purpose of the book is to answer issues about trade-offs. The author says that software can be optimized for any of several goals: lowest defect rate, lowest cost, or shortest development, etc... Software Engineering is then about achieving tradeoffs, and this is what this book is primarily about.
Because the book is so big, it has been broken into sections that can be read selectively and quickly. A short book would have oversimplified things to the point of uselessness.
Organization of the book:
Parts 1, 2 deal with the Strategy and Philosophy of rapid development, while part 3 covers Rapid develoment best practices
In chapter 3 the author talks about 'Classic Mistakes'. He calls them 'classic' and 'seductive' because they are so easy to make that they have been repeated in countless projects. The classic mistakes number 36 (though Steve M points out that a complete list could probably go on for pages and pages):
Undermined motivation, Weak personnel, uncontrolled problem employees, Heroics , Adding people to a late project , Noisy crowded offices , Friction between developers and customers , Unrealistic expectations , Lack of effective project sponsorship , Lack of stakeholder buy-in , Lack of user input , Politics placed over substance , Wishful thinking , Overly optimistic schedules , Insufficient risk management , Contractor failure , Insufficient planning , Abandonment of planning under pressure , Inadequate design , Planning to catch up later , Code-like-hell programming , Requirements gold-plating , Feature creep , Developer gold-plating , Push-me, pull-me negotiation , Research oriented development , Silver bullet syndrome , Overestimated savings from new tools or methods , Switching tools in the middle of a project , Lack of automated source-code control , Shortchanged quality assurance , Omitting necessary tasks from estimates , Shortchanged front end upstream activities.
He categorizes these classic mistakes into four sets : People related, technology related, product related, and process related.
Part 2 covers rapid development issues in greater detail.
Core issues like Estimation, Scheduling, Lifecycle Planning, etc.. are covered. `Soft' issues like Motivation, Teamwork, Customer Oriented Developmentare also covered.
Part 3 is a compendium of best practices. There is a summary table of the each best practice, and the efficacies, major risks, major interactions and trade-offs listed.
Some candidate best practices not included are getting top people
, Source Code Control, Requirements Analysis.. These are listed as fundamental to a software project.
The Best Practices listed are
JAD, Spiral Lifecycle Model, Theory W Management, Throwaway Prototyping, Staged Delivery, Voluntary Overtime, Miniature Milestones, Outsourcing, Reuse, User-Interface Prototyping, Change Board, Daily Build and Smoke Test, Tools Group.
As an example, Steve McConnel covers 'Inspections' stating the
chances of its long term success are excellent, it reduces schedule risk, its improvement in progress visibility is only fair, has no major risks, it can be combined with virtually any other rapid development best practice
The book has a very engaging style of writing...
Some quotes...
- Projects can look like a tortoise on valium to the customers, but as a rapid-development death march to the developers.
- The team ranks so low in the company that it has to pay to get its own team t-shirts.
- Rapid development isn't always efficient.
- Run every software project as an experiment (`Hawthorne Effect').
- If Las Vegas sounds too tame for you, software might be just the right gamble.
- The most common (and incorrect) definition of estimate is: `An estimate that has the most optimistic prediction that has a non-zero probability of coming true' - Tom DeMarco
All in all, a fully deserved five stars!
