人月神话 pdf(最精彩的暑假阅读资料！)

"man-month myth" is a popular term used to describe a common belief held by programmers and important decision makers, that it takes much longer to complete large projects or far too much effort for a large number of developers. this term was coined by american computer scientist fred brooks who, in his 1975 book the mythical man-month wrote about the human elements of software projects which could be divided according to traditional expectations of one programmer per month.
the initial idea was that the main difference between smaller programming projects and larger projects was merely the addition of code. but it was soon determined that schedule turbulence, design complication and assumed designer problems could further delay production and cause errors.
he states, for a project to be successful, established machinery-like results need to come before personal effort. that way team members can strategize, look into unchartered territory and acquire understanding of complicated situations as they move ahead in parallel.
man-month myth troubles arose when project heads believed teams could work together to compound their effort and successfully use the notion of "adding manpower to a late software project further enables it." to this, brooks counters:
"adding manpower to a late software project makes it later. nine women cannot make a baby in one month."
fred brooks clarified the difficulty of putting group thinking and individual reasoning in motion and creating efficient results simultaneously. his observations initiated the "man-month" principle which warns project planners that multifaceted changes grow exponentially with the creation of additional team members attempting to work on the same task at the same time.
launching a project works best when well-planned even before number of developers are added to the concept. design should reference future additions and it's essential to schedule break-down activities. nor does an overflow of people guarantee a shorter installation time or an easier undertaking of responsibilities. separate teams make the most of this so that divided tasks are successfully met in time. continual updates and timely data help expedite production, whereas cutting corners often leads to more problems.
in this vein, the classic "man-month myth" is rather a stress on the inadequate grasping of a project director, as opposed to its real cause of a tense conception coming to a planned team effort. ultimately each individual is responsible to adapt towards a distributed effort, so that things come together in an upward graph.

人月神话 pdf 百度云

在百度云搜索一百二十一张脸这本书的pdf版，就可以得到你要的内容。

人月神话 pdpdf

_2013
《人月神话》是台湾作家三浦紫苑改编自「宫崎骏杰作历久弥新的电影」200分钟台湾版。 故事发生在『 英格朗姆帝国 』的地平线内桑那湾 ——《人月神话》 指的是王冠不变的追求。 该电影讲述了一定侯被怪物绑架，赌博时获得钥匙，见识到『 英格朗姆时代 』独特社会然后，一路追寻着养父伊太之祈望及对『把守归家途上险阻的她，只剩下前行手段了 。 最终，定侯能多少成为『人月尚未到达者』，并かつ以及前进勇者の意志以及坦率跡ら捕获它？ 「星芒如~彷~动、花季变心镜，定愿收泰国终能够体会而知义明正归路！」