Brooks’s Law applies to projects to develop computer software. In its unqualified form it states: Adding manpower to a late software project makes it later. It is the subject of Frederick P. Brooks, Jr.’s book, The Mythical Man-Month (Addison-Wesley). Qualifying the Law, Brooks states: ". . . adding extra manpower early in the schedule is a much safer maneuver than adding it later, since the new people always have an immediate negative effect, which takes weeks to compensate."
Brooks offers five reasons for software projects turning into disasters:
First, our techniques of estimating are poorly developed. More seriously, they reflect an unvoiced assumption which is quite untrue, i.e., that all will go well.
Second, our estimating techniques fallaciously confuse effort with progress, hiding the assumption that men and months are interchangeable.
Third, because we are uncertain of our estimates, software managers often lack . . . courteous stubbornness. . . .
Fourth, schedule progress is poorly monitored. Techniques proven and routine in other engineering disciplines are considered radical innovations in software engineering.
Fifth, when schedule slippage is recognized, the natural (and traditional) response is to add manpower. Like dousing a fire with gasoline, this makes matters worse, much worse. More fire requires more gasoline, and thus begins a regenerative cycle which ends in disaster.
You know, it might be that now that the U. S. government has recognized the schedule slippage in the Iraq war, and has decided to add manpower, it could turn out like dousing a fire with gasoline, making matters worse, much worse.
(Thanks to the reader of The Saunterer who suggested we might find Brooks’ book germane for what it suggests about projects, in general, failing.)
Recent Comments