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point, see 1 in the Mythical Man-Month 2 (Brooks 1995).
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27. How Program Size Affects Construction
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time it would take you to develop a 2K program, your estimate would be only 65 percent of the total time you d actually need to perform all the activities that go into developing a program. Writing 2K lines of code doesn t take as long as creating a whole program that contains 2K lines of code. If you don t consider the time it takes to do nonconstruction activities, development will take 50 percent more time than you estimate. As you scale up, construction becomes a smaller part of the total effort in a project. If you base your estimates solely on construction experience, the estimation error increases. If you used your own 2K construction experience to estimate the time it would take to develop a 32K program, your estimate would be only 50 percent of the total time required; development would take 100 percent more time than you would estimate. The estimation error here would be completely attributable to your not understanding the effect of size on developing larger programs. If in addition you failed to consider the extra degree of polish required for a product rather than a mere program, the error could easily increase by a factor of 3 or more.
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Methodologies are used on projects of all sizes. On small projects, methodologies tend to be casual and instinctive. On large projects, they tend to be rigorous and carefully planned. Some methodologies can be so loose that programmers aren t even aware that they re using them. A few programmers argue that methodologies are too rigid and say that they won t touch them. While it may be true that a programmer hasn t selected a methodology consciously, any approach to programming constitutes a methodology, no matter how unconscious or primitive the approach is. Merely getting out of bed and going to work in the morning is a rudimentary methodology though not a very creative one. The programmer who insists on avoiding methodologies is really only avoiding choosing one explicitly no one can avoid using them altogether. Formal approaches aren t always fun, and if they are misapplied, their overhead gobbles up their other savings. The greater complexity of larger projects, however, requires a greater conscious attention to methodology. Building a skyscraper requires a different approach than building a doghouse. Different sizes of software projects work the same way. On large projects, unconscious choices are inadequate to the task. Successful project planners choose their strategies for large projects explicitly.
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7 KEY POINT
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In social settings, the more formal the event, the more uncomfortable your clothes have to be (high heels, neckties, and so on). In software development, the more formal the project, the more paper you have to generate to make sure you ve done your homework. Capers Jones points out that a project of 1,000 lines of code will average about 7% of its effort on paperwork, whereas a 100,000 line of code project will average about 26% of its effort on paperwork (Jones 1998). This paperwork isn t created for the sheer joy of writing documents. It s created as a direct result of the phenomenon illustrated in Figure 27-1 the more people s brains you have to coordinate, the more formal documentation you need to coordinate them. You don t create any of this documentation for its own sake. The point of writing a configuration-management plan, for example, isn t to exercise your writing muscles. The point of your writing the plan is to force you to think carefully about configuration management and to force you to explain your plan to everyone else. The documentation is a tangible side effect of the real work you do as you plan and construct a software system. If you feel as though you re going through the motions and writing generic documents, something is wrong. More is not better, as far as methodologies are concerned. In their review of agile vs. plan-driven methodologies, Barry Boehm and Richard Turner caution that you ll usually do better if you start your methods small and scale up for a large project than if you start with an all-inclusive method and pare it down for a small project (Boehm and Turner 2004). Some software pundits talk about lightweight and heavyweight methodologies, but in practice the key is to consider your project s specific size and type and then find the methodology that s right-weight.
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