Download PDF Debugging the Development Process: Practical Strategies for Staying Focused, Hitting Ship Dates, and Building Solid Teams, by Steve Maguire
Download PDF Debugging the Development Process: Practical Strategies for Staying Focused, Hitting Ship Dates, and Building Solid Teams, by Steve Maguire
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Debugging the Development Process: Practical Strategies for Staying Focused, Hitting Ship Dates, and Building Solid Teams, by Steve Maguire
Download PDF Debugging the Development Process: Practical Strategies for Staying Focused, Hitting Ship Dates, and Building Solid Teams, by Steve Maguire
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From the Back Cover
In Debugging the Development Process, Maguire describes the sometimes controversial but always effective practices that enabled his software teams at Microsoft to develop high-quality software - on schedule. With the refreshing candor reviewers admired in Writing Solid Code, Maguire talks about what did and what didn't work at Microsoft and tells you how to energize software teams to work effectively - and to enjoy their work; why you might want to kick your star programmer off your team; how to avoid corporate snares and overblown corporate processes; which tiny changes produce major results; how to deliver on schedule and without overwork; how to pull twice the value out of everything you do; how to get your team going on a creative roll; and how to raise the average programmer level at your company.
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Product details
Paperback: 183 pages
Publisher: Microsoft Press (August 1, 1994)
Language: English
ISBN-10: 1556156502
ISBN-13: 978-1556156502
Product Dimensions:
7.4 x 0.7 x 9.2 inches
Shipping Weight: 1.2 pounds (View shipping rates and policies)
Average Customer Review:
3.6 out of 5 stars
19 customer reviews
Amazon Best Sellers Rank:
#1,625,247 in Books (See Top 100 in Books)
I recommend this book to anyone managing (or thinking of managing) a development team. It contains practical advice, good examples, and a real world feel for how developers work (and can improve their work) and how managers can "stay out of their way" so that they can get their work done. This is one of the only Microsoft Press books that I read from cover to cover. Highly recommended!
Maguire's book is a very gentle handbook to guiding software projects. Relatively light and fast-paced, it can be read in just a few hours. His insights and tips about team management are definitely helpful, but my feeling is that he never attacks the difficult problems of management.In a nutshell, his advice is to 1) free up the engineers' time by reducing unnecessary paperwork, 2) eliminate any unnecessary features, 3) slip ship dates to ensure quality, and 4) increasing training for under-performing engineers. He advises against 1) adding extra engineers when the project looks to be in trouble, 2) forcing engineers to work long hours to hit ship dates, 3) schedule development activities without a clear milestone plan in mind, and 4) holding on to superstar engineers who need room to grow.These ideas are very good, of course. It's important to keep engineers from being overworked and to keep product quality as high as possible. But there is a limit to how far Maguire's tips can take you.Schedule slips and dropped features seem like an easy thing to do when you're just talking about it, but what can you do when the command comes down from the upper echelons of management that you must ship or die trying? Maguire does get one thing right on this count, he describes teams where a third of the engineers (the best ones, of course) quit the company after the project completes.What happens when an engineer is severely underperfoming and is holding the team back? Continue providing that person training? Maguire's teams, luckily for him, are made up of well-trained, highly focused engineers who, given the chance, can work on a product for 8 hours a day. Unfortunately, Maguire does not even approach the topic of terminating bad employees for the good of the team. A discussion of this, including how the team benefits overall from the firing, as well as how it may have unintended psychological effects on the rest of the team, would have been appreciated.After reading this book, you'll come away with a new energy towards leading your team. You will see every problem as something easily conquered with just the right amount of finesse and encouragement. Maguire gives valuable tips to help overcome many problems that plague projects, and many of these work well. But this isn't the book to end all management books.In a sense, it is a "Tony Robbins" guide for managers. It gets you pumped up, gives you some tools, and puts you in the right right frame of mind. I like to reread Debugging the Development Process when I need that recharge, but it is not the book I go to when I need to deal with real problems.
When I read this book, the information seemed simple and obvious. However, I also realized that there were a number of things mentioned that I wasn't doing. That begs the question: Is the material that simple and obvious? Maybe not.Maguire gives some simple, practicle advice for improving the development environment that a manager is responsible for. For example, he recommends starting each day by asking, "What can I do today that will help keep the project on track for the next few months?"I also found the section on feedback loops to be interesting. The suggestion that you have a person stop feature work to fix a bug that they created as soon as it is found is a way to emphasize quality and make it in the best interest of developers to produce high quality code.The chapter on attitudes is also very good. Much of the time, there isn't a lot knowledge wise that separtes good and bad developers. The difference comes in attitude. Attitudes such as, "We can't do that!", "The users won't care!", "Bugs are going to happen!" need to be rooted out.This book gives good insight as to what you as a manager can do and help your developers do in order to have smoother projects that are high quality and on time.
This book is NOT about project management, it is about 1st line supervision. Of course, 1st line supervisors interface with management and this book addresses that some, but that doesn't address project management from a manager's view, just a supervisor's. You need to know who this book is for. It is for an experienced supervisor, someone who can spot the occasional errors. In this case the errors are strongly held but misplaced opinions. One error the author made was to call programmers lazy who read source code as part of a job (p. 50). That's a foolish statement. If you've ever debugged someone else's undocumented code, you have to read the source to even figure out what the code is supposed to do. He praises people who make snap decisions (p. 20). That's silly. It's better than no decision, but certainly not praiseworthy. And on pp. 113-115 he says to "Give Experts the Boot." Here he's parroting the "we need generalists" mantra that became popular about 5 or 6 or 7 years ago. I've seen a very noticible drop in quality all over the industry. One example, when one company I worked at got rid of their Ph.D. from MIT who did thermal analysis and replaced him with a non-degreed mechanical designer who was trying to run thermal analysis software, not even having a clue on the intricacies of thermal analysis and design. At this point the thermal design of their computers became a joke. Maybe it would work and maybe it wouldn't. Don't get me wrong. The author has a number of good points. E.g., fix bugs ASAP (p. 128), don't let them pile up for later. Set your coding priorities (pp. 17-19), and do proper postmortems (pp. 78-80). Very good book, but you must beware of his errors. If you are young, read this again after 10 to 15 years.
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