The Mythical Man-Month
The Mythical Man-Month: Essays on Software Engineering is a book on software engineering and project management by Fred Brooks first published in 1975, with subsequent editions in 1982 and 1995. Its central theme is that adding manpower to a software project that is behind schedule delays it even longer. This idea is known as Brooks's law, and is presented along with the second-system effect and advocacy of prototyping.
Author
English
1975
United States
978-0-201-00650-6 (1975 ed.), 978-0-201-83595-3 (1995 ed.)
001.6/425
QA76.6 .B75
Brooks's observations are based on his experiences at IBM while managing the development of OS/360. He had added more programmers to a project falling behind schedule, a decision that he would later conclude had, counter-intuitively, delayed the project even further. He also made the mistake of asserting that one project—involved in writing an ALGOL compiler—would require six months, regardless of the number of workers involved (it required longer). The tendency for managers to repeat such errors in project development led Brooks to quip that his book is called "The Bible of Software Engineering", because "everybody quotes it, some people read it, and a few people go by it".[1]
Editions[edit]
The work was first published in 1975 (ISBN 0-201-00650-2),[2] reprinted with corrections in 1982, and republished in an anniversary edition with four extra chapters in 1995 (ISBN 0-201-83595-9), including a reprint of the essay "No Silver Bullet" with commentary by the author.
Ideas presented[edit]
The mythical man-month[edit]
Brooks discusses several causes of scheduling failures. The most enduring is his discussion of Brooks's law:
Adding manpower to a late software project makes it later. Man-month is a hypothetical unit of work representing the work done by one person in one month; Brooks's law says that the possibility of measuring useful work in man-months is a myth, and is hence the centerpiece of the book.
Complex programming projects cannot be perfectly partitioned into discrete tasks that can be worked on without communication between the workers and without establishing a set of complex interrelationships between tasks and the workers performing them.
Therefore, assigning more programmers to a project running behind schedule will make it even later. This is because the time required for the new programmers to learn about the project and the increased communication overhead will consume an ever-increasing quantity of the calendar time available. When n people have to communicate among themselves, as n increases, their output decreases and when it becomes negative the project is delayed further with every person added.