Making it big in software读书总结

《Making it big in software》按软件从业人员的职业发展阶段组织，从毕业一直说到创业。对不同阶段中的主要事项做了经验总结。有软件技术方面的，有软件项目管理方面的，也有职场上的生存法则。书里另外一项有价值的是对IT行业的牛人的访谈。
这里记下我认为对我最有帮助的事项：
* 找工作一定要找能让自己有兴趣、快乐的工作。最好有牛人在身边可学习。
* 工作方向每5~10年变换一次是正常的。通过看公司和行业的实际金钱投入，判断出有价值的方向。然后用两头凑的方法决定路线。
* The most successful people in business are driven by profits—and purpose.
* 工作要做好，要保证：有好的工作记录（只做重要的工作、拒绝无关重要的工作）、经常与领导沟通（自己的工作成果、解决问题的想法）、建立良好的感情基础（表扬同事对自己的帮助、给别人帮助、）
* 邮件要简短，不用邮件讨论问题，邮件要集中起来快速处理。
* 重视面对面的沟通。
* 不要害怕失败，要习惯于失败。
* 不要给文件做分类，太浪费时间。用搜索。
* In fact, all the real work is in getting the details right. It’s that “1% inspiration, 99% perspiration” thing.
* The best way to predict the future is to invent it.
* Learn everything you can; it is all relevant to software, somewhere, someday, somehow.
* 写作的真正回报不是稿费，靠写作赚不了钱。

1.1 语录
“Be sure that you like what you do at work and that you like the people you work with—you’ll have to live with them for a long time.”
—Bjarne Stroustrup, inventor of C++

Success is a lousy teacher. It seduces smart people into thinking they can’t lose.
—Bill Gates

Waiting Until You’re Ready Is Waiting Too Long

No battle plan survives contact with the enemy.

Hope to succeed but plan to fail.

I’ve come to believe that the whole “Aim high” and “Have a big idea” talk is all just claptrap.

1.2 软件项目管理
* 软件项目管理就是管理人、过程、质量。
* 分析和设计要适度，最好定义一个时间框，防止paralysis by analysis。
* 对设计、代码的评审机制是最有效的提高质量、去除缺陷的方式。
* 测试的作用是：1)验证代码是否与设计一致，2)统计代码中的bug率，以判断软件质量。
* 在前期提高质量，而不是在后期修补问题。
* 测试要一波接一波的进行，而不要等交付前再来一次大测试。
* 通过跟踪点、断言、钩子来提升可测试性。

1.3 领导力
Directing others in the style of true leadership comes down to two qualities:
1. Directing them toward a goal without coercing them into any specific path to get there. Never tell people how to do things. Tell them what to do, and they will surprise you with their ingenuity.
2. Successfully redirecting them when they choose poorly. You need to point out the deficiencies in their thinking, but how can you do that without making them feel like underappreciated idiots? A classic tactic is to direct people into seeing the weaknesses of their ideas on their own, without directly criticizing them, by politely asking some probing questions. This takes a little more time than just blurting out that you disagree with them, but it helps them save face and more deeply realize their errors.

1.4 Managing Your Manager
* Keep your boss in the loop. 让老板了解你的工作起点、进展、结果。
* Play to the referee. understand their values and rules
* Workload. Keep yourself busy with important work at all times.
* Constructive observations and suggestions about the team. By politely and constructively pointing these out to your manager, you can influence the way the team is managed and help create a more effective and more pleasant work environment.
* Your career aspirations. Figuring out what you want is the first step, and your manager can both help you understand your own objectives and help you build a career plan to achieve them.
* What’s needed for promotion. Talk to your manager once or twice a year about what you need to do to get your next promotion. Also ask approximately how far you are from that goal, in your manager’s estimation.