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Section 21.3, Formal Inspections and Section 9 21.4, Other Kinds of 0 Collaborative Development 1 Practices.
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28. Managing Construction
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A large part of programming is communicating your work to other people. For details, see Section 33.5, Communication and Cooperation and Section 34.3, Write Programs for HARD DATA Computers People First, Second.
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Emphasize that code listings are public assets Programmers sometimes feel that the code they ve written is their code, as if it were private property. Although it is the result of their work, code is part of the project and should be freely available to anyone else on the project that needs it. It should be seen by others during reviews and maintenance, even if at no other time.
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One of the most successful projects ever reported developed 83,000 lines of code in 11 work-years of effort. Only one error that resulted in system failure was detected in the first 13 months of operation. This accomplishment is even more dramatic when you realize that the project was completed in the late 1960s, without online compilation or interactive debugging. Productivity on the project, 7500 lines of code per work-year in the late 1960s, is still impressive by today s standards. The chief programmer on the project reported that one key to the project s success was the identification of all computer runs (erroneous and otherwise) as public rather than private assets (Baker and Mills 1973). This idea has extended into modern contexts including Extreme Programming s idea of collective ownership (Beck 2000), as well as in other contexts.
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Reward good code Use your organization s reward system to reinforce good coding practices. Keep these considerations in mind as you develop your reinforcement system:
The reward should be something that the programmer wants. (Many programmers find attaboy rewards distasteful, especially when they come from nontechnical managers.) Code that receives an award should be exceptionally good. If you give an award to a programmer everyone else knows does bad work, you look like Charlie Chaplin trying to run a cake factory. It doesn t matter that the programmer has a cooperative attitude or always comes to work on time. You lose credibility if your reward doesn t match the technical merits of the situation. If you re not technically skilled enough to make the good-code judgment, don t! Don t make the award at all, or let your team choose the recipient.
One easy standard If you re managing a programming project and you have a programming background, an easy and effective technique for eliciting good work is to say I must be able to read and understand any code written for the project. That the manager isn t the hottest technical hotshot can be an advantage in that it may discourage clever or tricky code.
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28. Managing Construction
Page 5
The Role of This Book
Most of this book is a discussion of good programming practices. It isn t intended to be used to justify rigid standards, and it s intended even less to be used as a set of rigid standards. Using it in such a way would contradict some of its most important themes. Use this book as a basis for discussion, as a sourcebook of good programming practices, and for identifying practices that could be beneficial in your environment.
28.2 Configuration Management
A software project is dynamic. The code changes; the design changes; the requirements change. What s more, changes in the requirements lead to more changes in the design; changes in the design lead to even more changes in the code and test cases.
What Is Configuration Management
Configuration management is the practice of identifying project artifacts and handling changes systematically so that a system can maintain its integrity over time. Another name for it is change control. It includes techniques for evaluating proposed changes, tracking changes, and keeping copies of the system as it existed at various points in time. If you don t control changes to requirements, you can end up writing code for parts of the system that are eventually eliminated. You can write code that s incompatible with new parts of the system. You might not detect many of the incompatibilities until integration time, which will become finger-pointing time because nobody will really know what s going on. If changes to code aren t controlled, you might change a routine that someone else is changing at the same time; successfully combining your changes with theirs will be problematic. Uncontrolled code changes can make code seem more tested than it is. The version that s been tested will probably be the old, unchanged version; the modified version might not have been tested. Without good change control, you can make changes to a routine, find new errors, and not be able to back up to the old, working routine. The problems go on indefinitely. If changes aren t handled systematically, you re taking random steps in the fog rather than moving directly toward a clear destination. Without good change control, rather than developing code you re wasting your time thrashing. Configuration management helps you use your time effectively.
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