“Why is it that we reward programmers who work all night to remove the errors they put into their programs, or managers who make drastic organizational changes to resolve the crises their poor management has created? Why not reward the… — Gerald M. Weinberg Copy Share Image
“Much of the ability to help other people arises from personal power, but it would be naive to assert that nothing else is required. In large organizations, there are many resources available to a leader—money to pay for training, support staff, office space, tools to make work more efficient, access to helpful people. Such resources are not evenly distributed, and… — Gerald M. Weinberg Copy Share
“What you don't know may not hurt you, but what you don't remember always does.” — Gerald M. Weinberg Copy Share Image
“If you are a leader, the people are your work. There is no other work worth doing.* One” — Gerald M. Weinberg Copy Share Image
“Separation of function is not to be despised, but neither should it be exalted. Separation is not an unbreakable law, but a convenience for overcoming inadequate human abilities, whether in science or engineering. As D'Arcy Thompson, one of the spiritual fathers of the general systems movement, said: As we analyze a thing into its parts or into its properties, we… — Gerald M. Weinberg Copy Share
“Often when managers say, "Testing takes too long," what they should be saying is, "Fixing the bugs in the product takes too long"—a different… — Gerald M. Weinberg Copy Share Image
“Although technology often leads science in discovery, the philosophy of technology is usually drawn from the scientific philosophy of its time. In our time, the technology of machines has drawn its inspiration from mechanics, dealing with complexity by reducing the number of relevant parts. The technology of government, on the other hand, has drawn upon statistical mechanics, creating simplicity by… — Gerald M. Weinberg Copy Share
“Why is it that we reward programmers who work all night to remove the errors they put into their programs, or managers who make… — Gerald M. Weinberg Copy Share Image
“Or, suppose you want to motivate your managers to ship products on time, so you conspicuously promote each manager whose product goes out the door on schedule. All goes as planned until the situation arises in which one of your managers has a project where the testers are reporting numerous problems. Because managers who have shipped products on time have… — Gerald M. Weinberg Copy Share
“If you don't have questions about a product's risks, then there's no reason to test. If you have at least one such question, then… — Gerald M. Weinberg Copy Share Image
“Within IBM at that time, growing a beard without getting fired was an indisputable mark of technical genius. In” — Gerald M. Weinberg Copy Share Image
“There's never an easy answer to the question "Should we do more testing?" because information can guide risk reduction, but doesn't necessarily do so.” — Gerald M. Weinberg Copy Share Image
“Testing may convincingly demonstrate the presence of bugs, but can never demonstrate their absence."- Edsger W. Dijkstra, Computing Pioneer (1930–2002), "Programming as a discipline of mathematical nature," Am. Math. Monthly, 81 (1974), No. 6, pp. 608–12.” — Gerald M. Weinberg Copy Share
