Page 203 - The Art of Designing Embedded Systems
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190  THE  ART OF  DESIGNING EMBEDDED SYSTEMS


                              developers don’t close their doors or otherwise warn
                              off interruptions during these hours)?
                   Yes   No   Does every developer turn off the phone for at least
                              several hours a day during their productive time?
                   Yes   No   Do developers limit time they leave their email reader
                              on‘?
                   Yes   No   If cubicles are the norm, does each developer do
                              something (e.g., wear headphones) to limit noise
                              distractions?
                   Ifany Nos circled: What action bz-ill you take today to solile the
                  problem ?
                   Critical Paths
                     What action can you take today to make sure everyone has what
                     they need to be successful next week?
                     What action can you take next  week to make  sure everyone has
                     what they need to be successful next month?

                   Note that each category concludes with the important admonition: do
              something today to clear the roadblock. Don’t defer action; it’s much eas-
              ier to correct a project  when  it  first starts to  veer  off course than  after
              months of dysfunctional development have left their scars.

                   Boss Management

                   Management is the art of combining resources in innovative ways to
              get a desired outcome. In our industry this outcome is some blend of fea-
              tures, quality, and schedule.
                   Yet  schedule  is the  usual  battleground between  managers and the
              managed. When management distorts or destroys your careful estimate. or
              beats you into agreeing to one that cannot possibly happen. failure is cer-
              tain. Period. Yet this practice is the norm.
                   People ask me constantly how they can better estimate the time a
              project  will  take. When I probe.  usually  I  find  that  dates are assigned
              capriciously by marketing or upper management. These engineers don’t
              really want to know how to better estimate their schedules; they’re look-
              ing  for a silver bullet.  a bit  of  magic that  will  let them  shoehorn their
              project  into an  impossible time  frame.  Magic  and estimation  are two
              very different things.
                   Bosses complain that the engineers pad their estimates so much that
              there simply must be fat. They feel justified  in whacking off a month or
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