"just work"

There's an idea in  the management world that some work is "just work". I once had a holiday job in a factory that involved a good deal of one kind of "just work"—unpack a box of bottles of nose spray originally destined for one market and re–label them for another, put them into a different box. Well defined tasks, repeated many, many times. At the limit "just work" comes close to the physicist's idea of work: it's what happens when a force displaces its point of application.

Over the last century or so "just work" has been the topic of intensive study. Techniques for organising the execution of "just work" with the goal of maximum output are very well developed. But what is "just work" for programmers? The question arose in the comments attached to this discussion of distributed development. It also relates to some thoughts I've been having recently about the rush to adopt Lean practices in some quarters.
 
Andres says that 
In knowledge work, “just work” is learning. [his emphasis]
If that's true then I think we have to say that a lot of contemporary development activity isn't knowledge work. Wiring up GUI controls? Transducing between HTTP requests and SQL queries? Mashing up web services? You have to learn how to do these things at all, it's true. But what do you learn while doing it once you know how? What learning takes place that is the work? 

I'm reluctant to accept "finding out how to hack your way around the deficiencies of the current framework" as a form of knowledge work. Meanwhile, this maybe does give me a way to think about a curious claim (see comments #3 and #4 on that posting) from the Lean camp:
A pair team has to produce twice as much output at a given level of quality as two solo programmers in order to be worthwhile.
What would we have to believe, in order to think that this claim were true? I think that we would have to believe that the paired programmers are engaged in quite a strong sense of "just work". What is it that a pair of programmers necessarily do half as much of because they are pairing? I can't think of anything but typing. Are keystrokes really what it is that programmers do that adds value? At a slightly higher level of sophistication we might say (as Corey in fact does) that the measure of value added is function points. That's a much better measure than typing (which implies code)
Measuring programming progress by lines of code is like measuring aircraft building progress by weight.—Bill Gates
but still gives me slight pause. Function points are still a measure from the technical solution space, not the business problem space. One of the things that makes me a bit nervous about the rush to Lean is the de–emphasis on conversations with the user/customer (which Leaners have a habit of dismissing as wasteful "planning") in favour of getting tons of code written as fast as possible

What I really want to see is getting users empowered to make money (or whatever it is they value) as fast as possible. That's knowledge work. And that requries learning.

Can you tell your POJO's from your NOJO's?

Ivan describes a nice distinction between Plain Old Java Objects in general and Non Object-oriented Java Objects in particular.

Certain (web, in particular) frameworks lead on in the direction of NOJO's. It begins with the DTO (just one kind of NOJO) and spreads from there. Is that good or bad? Can't say in the completely abstract, but if your current framework does lead you that way have you given thought to what design choices and architectural stances your are being lead to? Do you like them?

Another take on interviewing

Very nice posting here from Simon Johnson regarding the selection of candidates for programming jobs.

His blog doesn't allow comments, so I'll follow up here: The only real criticism I'd have of Simon's approach is that the list of desirable qualities in a  candidate is backwards. That is, it should read 
  1. The person in front of you will complement your pre-existing team
  2. The person in front of you can actually write a program
  3. The person in front of you is smart
If the candidate won't complement your team it is of no interest whether or not they can program. Even if they are the semi–mythical 100x productive programmer (hint: those folks are not applying for your position). 

If they can't write a program (of the kind that your company finds valuable) it is of no interest how smart they are. Folk wisdom in many parts of the industry suggests that enough smart can outweigh any other shortfall in a programmer. This is only true in very, very limited and highly specific circumstances (hint: you are not in the business of writing hard real–time life–critical massively–parallel seven–nines embedded control software for the black hole at the centre of the galaxy).

If you can get along with them, and if they can code, smarter is preferable to dumber. Your only problem now is to find some way to recognise "smarter", which turns out to be very, very hard indeed.

Registration open for XP Day London 'O8

Registration for XPDay is now open. XPDay sells out each year, so please book now. We operate a waiting list once the conference is full but only a handful of places subsequently become available.

The full cost of the conference is £350 but the first 50 people to book get a special “Early Bird” price of £275.

The few programmed sessions are set, and we encourage registered attendees to think about the topics they'd like to see discussed in the Open Space sessions. Attendees have the option to prepare a 5 minute "lightening talk" to promote their preferred topics, and these will go into the Open Space topic selection..

I look forward to seeing you there.

Programming Interview Questions

There's a cottage industry devoted to devising questions to ask folks applying for "programming" jobs, to collating such questions and then posting answers to them on the internet. I was reminded of this recently when an announcement of a new Google tool, moderator, came along. The example issue being moderated was "Interview Questions for Software Engineers". At the time of writing the winner (with 4 upvotes and 0 down votes) is my own proposal:
Would you please sit down here at this workstation and write some code with me?
If you are reading this then you have almost certainly been through many an interview for a job that will require some programming to be done. Think back and ask yourself how many times you were offered such a job without ever having been in the same room as a computer and an interviewer.

In my own experience (I've had 9 jobs involving programming, and many more interviews) it's been quite rare. One has to wonder why that is. I suspect that having a candidate do some programming is considered very expensive—and yet hiring the wrong candidate is unbelievably expensive. Hence the questions, which seem to be aimed at finding out if someone will be able able to program without watching them do any.

The second most popular question on the moderator site right as I write is
Given a singly linked list, determine whether it contains a loop or not
I can see what's being aimed at here, and yet it feels as if, in the stress of an interview setting, all the answer given will tell you is whether or not the candidate has seen the textbook answer before. How does knowing that help?

By the way, this is a systems programming question. The vast majority of working programmers don't come anywhere near any such class of problem. They do applications programming. There seems to be a sort of folk wisdom in a large part of the industry that having the skills (and, see above, mere knowledge) of a systems programmer will suite them well to being an application programmer. It's far from clear to me that this is true: the two areas of programming are quite distinct and require different (albeit overlapping) skill sets. I wonder how many interviewers use questions like this to create the impression (maybe even to themselves) that their organisation is involved in sexy, impressive systems work, whether or not that's true?

A while ago we did an informal survey of folks who work for Zuhlke in the UK, asking what had made them apply to us and what had made them subsequently accept an offer. We (the managers) were surprised by how many said that the very recruitment process itself had encouraged them to accept an offer.

This is what we do: Line mangers (such as myself) read CVs. There is an HR department, they don't come anywhere near recruitment. CVs that seem to describe a credible technical career go to the Chairman of the company. The candidates he likes the sound of are invited in for a first interview (of around an hour) to see if they are firstly, someone we'd be prepared to put in front of a client under our brand and secondly, someone we would enjoy working alongside. There's also a short written test of programming knowledge.

Those who make it through that are invited back for an interview with a small panel of our consultants who explore their technical knowledge in depth. First the candidate is asked to give a technical presentation on an interesting piece of work they did recently: stand at a white-board, explain the architecture, the technology choices, how it worked, how the project worked, what they did etc.

Then we set to finding out what they know. We have a checklist of technologies that we've used in projects and the questions take the form "what do you know about $technology?" No tricks, no puzzles. We do a breadth first pass to eliminate the things that the candidate doesn't know (and the process rewards optimistic answers at this point with a lot of embarrassment later on) and then we drill down into each area until at least one of the candidate's or the interviewers' knowledge is exhausted. This goes on for several hours.

Those who make it through that, and people have been known to walk out, get invited back to do some pair programming. That's the point (and not before) at which we decide if we'd like to make an offer.

And yes, this is all unbelievably expensive (I mean, the Chairman does first interviews?) And very, very effective. Our false positive rate is essentially zero and best of all, clients love our engineers and ask for them back again and again. Which makes it all worth while. I can't think of a cheaper way that would actually work.

PS: yes we are hiring. If you'd like a go a this, drop me a line.

97 Things Every Software Architect Should Know

The 97 things project is approaching a milestone: having 97 things which, in the opinion of one self–selecting group (which includes myself), every software architect should know. The intention is that the "best" 97 things go into a book to be published by O'Reilly, but that the forum will continue to be active, to gather new so–called "axioms" and discussion of same. 

What do you think every software architect should know?

What do Android (and the rest) really mean?

If the FOSS rumblings from the mobile OS world are leaving you puzzled, you might benefit from a visit to Tim Joyce's blog. Tim's job is to understand what these things mean, and he's kindly embarking on a blog to share that understanding with the world.

Optimism

At the Tuesday Club the other week there was a bit of chat about what seems to be a foundational assumption of Agile: that in fact we can successfully execute software development projects, so we should run them in a way that brings about the greatest benefit.

This in contrast to what appears to be the (undeclared) foundational assumption of many other approaches: development project are so hard that we are most likely to fail, so we'd better find a way to do that as cheaply as possible.

This carried across into a panel discussion at the recent Unicom conference, where one of the attendees came up with this summary description of Agile:
Collaborative optimism to solve the right problems (and only the right problems) in an incremental way
I quite like that "collaborative optimism" bit.

Agile Adoption Patterns

I've just done a first pass through Amr Elssamadisy's cracking new book Agile Adoption Patterns. It's a timely work—enough teams have adopted enough Agile practices enough times that there should be patterns by now. And here they are.

There's a lot to like about the book. I especially appreciate the consistent message throughout that we do these practices because of their tie to business value. Not for truth and beauty, not for right versus wrong, but because they make our customers happy through the means of more money sooner, more often. There is an explicit mapping from various enhancements to business value onto clusters of the patterns. There is also mappings by business or process smell (of which there is a good, short catalogue presented). For each kind of business benefit the patterns within each cluster are logically related and given a partial order with respect to how well they help with that goal.

Separately, the clusters of patterns are described themselves as patterns, which is a nice organising principle. Agile Adoption Patterns is quite explicitly a handbook for finding out why your organisation might want to adopt Agile and then building a strategy to make that happen. A damn handy thing to have.

Scattered through the pattern catalogue there are little diagrams relating the patterns. I might wish for more of these. 

The patterns themselves contain a "Sketch" section, in which a surprisingly large cast of characters play out little vignettes. Dave Developer comes to realise the value of stand–up meetings because he sees Scott ScrumMaster [sic] removing his blockers, and so forth. I know that this style of thing is very fashionable these days, but it makes me cringe. Not only that, but I have a terrible memory for names, so keeping these fourteen characters lined up in my head is a strain.

The patterns have the usual "Therefore" section with the things–to–do in it, followed by and "Adoption" section telling you how to get there. They are all quite meaty, concrete and honest.  And best of all is the "But" section telling you common mis–steps, gotchas, misunderstandings and how to recognise same. This is outstanding! A common shorthand description of what a pattern is (in fact, it's in this book too) is words to the effect of a "solution to a problem in a context" Which is sort–of true a far as it goes but has its problems, mostly around the term ''solution". 

Oh, how we love "solutions" in the IT industry. A more accurate but less compelling description what patterns are is that they are mappings form one context to another, in which certain conflicting forces are more agreeably disposed (or resolved) in the latter than in the former. These "But" sections describe common scenarios (I've seen a lot of them, and so have you, I'll bet: Continuous Integration but continuously broken build, anyone?) that you could have and still make some sort of Jesuitical argument to be in agreement with the "Therefore", but actually are very wide of the mark. The next time I write any patterns, they will have a "But" section.

The highest level organisation of the patterns is into those concerned primarily with Feedback, technical practices, supporting practices and the cluster patterns. I was most interested to note that "Coach" is a supporting practice, but the role of ScrumMaster is assumed throughout.

I am one of the latter, but I'd rather be one of the former. Not so much of an option these days. Well, that's the power of marketing for you.

Meanwhile, one of the nicest things about having patterns is having a shared vocabulary. I think that Agile Adoption Patterns will become the standard reference for talking about Agile adoption, which will make my professional life easier and that of may others. A service to the community.

"Opportunities for Improvement"

The pattern form used is has nine sections and I'm not sure it helps to have each section shown in the table of contents. I feel the lack of a ready–to–hand one or two page list of all the patterns by name. Twelve pages of TOC for 320 pages of content seems a bit excessive. The same syndrome shows up in the index. If all the parts of a pattern are within a four page range do they really all need their own individual index entry? This is really a shame as the book otherwise benefits from the several other complementary ways to navigate it.

There is a stunningly egregious formatting botch on page 207. I'm sure this volume will go into multiple printings and I hope that someone at A–W gets that fixed.

The Non–functional in a Functional world?

This post shows an implementation of map/reduce in Haskell. It's a one–liner (if you ignore all the other lines) and begins with this claim:
the type says it all

p_map_reduce :: ([a] -> b) -> (b -> b -> b) -> [a] -> b

The type says a lot, that's for sure. I says that map/reduce results in a value of type b when given a list of values of type a, a function that gives one b given two b's and a function that gives one b given a list of a's. That is a lot of information and it's impressive that it (at least) can be stated on one line. Is it "all", though?

Even allowing for some inter–tubes posting hyperbole "all" is a very strong claim. A Haskell programmer should know that. If one already knows what map/reduce does then the type tells you a lot about how to use this implementation of it. And if you don't, maybe not so much.

But that's not what caught my attention. The point of map/reduce is to recruit large pools of computational resource to operate on very large data sets efficiently. The (14 line, in fact—which is still quite impressive) implementation uses Haskell's Control.Parallel features to chop the list of a's into 16 chunks. That's not in the type. The intention is to have enough lumps of work to 
bump all your cores to 100% usage, and linearly increase overall performance
which it may well do on a large enough data set, if I have fewer than seventeen cores. Currently, I do. There are nine cores in my flat right now. If my other laptop were here, it'd be eleven. But if I'm planning to use map/reduce in the first place, maybe I'm going to recruit all the machines in the office, which would currently be worth over twenty cores. This map/reduce isn't going to pin all of them.

Would Haskell's type system support giving p-map-reduce a dependent type with the number of worker processes in it? I don't know enough about it to tell. And why would we care? Well, that number 16 is a very significant part of the implementation of that function. 

The only reason we'd bother to use map/reduce is because of its non–functional characteristics (as the properties of software that make it actually useful are called) and these are no–where to be seen in its type as a function. 

Computer Weekly IT Blog Awards

The shortlist for the Computer Weekly IT Blog Awards 2008 is just out.

This blog was nominated (most kind, thanks), as were those of my colleagues Ben and Daryn, but Daryn's has made it onto the shortlist. This is fitting recognition for the fine work he has put into his blog, particularly his series of Ruby/Rails tutorials which are gathering some recongnition in that world. Feel free to go and vote for him!

XPDay London Session Submission Process

If you want to propose a session for XP Day London '08 (and I hope that you do), then here's what you need to do.

We want the conference to be largely self–organizing this year, so the submission process is suitably light weight.

Experience Reports
Please send a very brief outline of your report to submissions2008@xpday.org You will receive a URL to a google document. Make sure that you include an email address corresponding to a google account (or let us know if the address you send from is the one to use). The document will be writeable by you and the committee and all other submitters. Develop your report there. As in past years we invite the community to collaborate together to help maximize the quality of all submissions. After the close of submissions the committee will make a selection of experience reports to be presented at the conference. The selected reports will be shepherded between acceptance and the conference.

Conference Sessions
Most of the duration of the conference (other than experience reports) will be OpenSpace. There will be Lightning Talks early in the day where people can publicize topics that they would like to discuss. We encourage people to engage in this way. There will be optional rehearsals at XtC in the weeks running up to the conference. You do not need to attend these to make a lightening talk at the conference. If you would like to have such a rehearsal, send a title and a google account email address to submissions2008@xpday.org You will be allocated to a rehearsal slot. We invite groups outside London to schedule rehearsals too, and are happy to help with scheduling those. There will be a google calendar with the slots shown.

Some kinds of session can benefit from some preparation of materials and some logistics on the day. For example, a workshop involving some sort of server, or extensive materials. There will be a limited number of time slots during the conference for such sessions. Please submit a brief outline to submissions2008@xpday.org indicting an email address associated with a google account. You will be sent the URL of a google document within which to develop your proposal in collaboration with other submitters. After the close of submissions these proposals will be assessed by the committee and suitable sessions will be selected for the program.

We have decided to extend the submission period, so submissions for experience reports, rehearsals and programmed sessions now closes on Friday August 8th 2008

This year we want to de–emphasize sessions introducing Agile or Scrum or XP or TDD or... and promote topics of current interest to practitioners. We want the conference to be a forum in which the state of the art is advanced. That doesn't mean that only experts are welcome, or welcome to present. Experts have their failure modes, simple questions from journeymen often reveal the essence. 

All are welcome, so get your thinking caps on!

TDD, Mocks and Design

Mike Feathers has posted an exploration of some ideas about and misconceptions of TDD. I wish that more people were familiar this story that he mentions:
John Nolan, the CTO of a startup named Connextra [...] gave his developers a challenge: write OO code with no getters. Whenever possible, tell another object to do something rather than ask. In the process of doing this, they noticed that their code became supple and easy to change.
That's right: no getters. Well, Steve Freeman was amongst those developers and the rest is history. Tim Mackinnon tells another part of the story. I think that there's actually a little bit missing from Michael's decription. I'll get to it at the end.


A World Without Getters

Suppose that we want to print a value that some object can provide. Rather than writing something like statement.append(account.getTransactions()) instead we would write something more like account.appendTransactionsTo(statement) We can test this easily by passing in a mocked statement that expects to have a call like append(transaction) made. Code written this way does turn out to be more flexible, easier to maintain and also, I submit, easier to read and understand. (Partly because) This style lends itself well to the use of Intention Revealing Names.

This is the real essence of TDD with Mocks. It happens to be true that we can use mocks to stub out databases or web services or what all else, but we shouldn't. Not doing that leads us to write code for each sub-domain within our application in terms of very narrow, very specific interfaces with other sub-domains and to write transducers that sit at the boundaries of those domains. This is a good thing. At the largest scale, with functional tests, it leads to hexagonal architecture. And that can apply equally well recursively down to the level of individual objects.

The next time someone tries to tell you that an application has a top and a bottom and a one-dimensional stack of layers in between like pancakes, try exploring with them the idea that what systems really have is an inside and a outside and a nest of layers like an onion. It works remarkable wonders.

If we've decided that we don't mock infrastructure, and we have these transducers at domain boundaries, then we write the tests in terms of the problem domain and get a good OO design. Nice.


The World We Actually Live In

Let's suppose that we work in a mainstream IT shop, doing in-house development. Chances are that someone will have decided (without thinking too hard about it) that the world of facts that our system works with will live in a relational database. It also means that someone (else) will have decided that there will be a object-relational mapping layer, based on the inference that since we are working in Java(C#) which is deemed by Sun(Microsoft) to be an object-oriented language then we are doing object-oriented programming. As we shall see, this inference is a little shaky.

Well, a popular approach to this is to introduce a Data Access Object as a facade onto wherever the data actually lives. The full-blown DAO pattern is a hefty old thing, but note the "transfer object" which the data source (inside the DAO) uses to pass values to and receive values from the business object that's using the DAO. These things are basically structs, their job is to carry a set of named values. And if the data source is hooked up to an RDBMS then they more-or-less represent a row in a table. And note that the business object is different from the transfer object. The write-up that I've linked to is pretty generic, but the inference seems to be invited that the business object is a big old thing with lots of logic inside it.

A lot of the mechanics of this are rolled up into nice frameworks and tools such as Hibernate. Now, don't get me wrong in what follows: Hibernate is great stuff. I do struggle a bit with how it tends to be used, though. Hibernate shunts data in and out of your system using transfer objects, which are (lets say) Java Beans festooned with getters and setters. That's fine. The trouble begins with the business objects.


Irresponsible and Out of Control

In this world another popular approach is, whether it's named as such or not, whether it's explicitly recognized or not, robustness analysis. A design found by robustness analysis (as I've seen it in the wild, which may well not be be what's intended, see comments on ICONIX) is built out of "controllers", big old lumps of logic, and "entities", bags of named values. (And a few other bits and bobs) Can you see where this is going? There are rules for robustness analysis and one of them is that entities are not allowed to interact directly, but a controller may have many entities that it uses together.

Can you imagine what the code inside the update method on the GenerateStatementController (along with its Statement and Account entities) might look like?
Hmmm.


Classy Behaviour

Whenever I've taught robustness analysis I've always contrasted it with Class Responsibility Collaboration, a superficially similar technique that produces radically different results. The lesson has been that RA-style controllers always, but always, hide valuable domain concepts.

It's seductively easy to bash in a controller for a use case and then bolt on a few passive entities that it can use without really considering the essence of the domain. What you end up with is the moral equivalent of stored procedures and tables. That's not necessarily wrong, and it's not even necessarily bad depending on the circumstances. But it is completely missing the point of the last thirty-odd years worth of advances in development technique. One almost might as well be building the system in PRO*C

Anyway, with CRC all of the objects we find are assumed to have the capability of knowing things and doing stuff. In RA we assume that objects either know stuff or do stuff. And how's a know-nothing stuff-doer get the information to carry out its work? Why, it uses a passive knower, an entity which (ta-daaah!) pops ready made out of a DAO in the form of a transfer object.

And actually that is bad.


Old Skool

Back in the day the masters of structured programming[pdf] worried a lot about various coupling modes that can occur between two components in a system. One of these is "Stamp Coupling". We are invited to think of the "stamp" or template from which instances of a struct are created. Stamp coupling is considered (in the structured design world) one of the least bad kinds of coupling. Some coupling is inevitable, or else your system won't work, so one would like to choose the least bad ones, and (as of 1997) stamp coupling was a recommended choice.

OK, so the thing about stamp coupling is that it implicitly couples together all the client modules of a struct. If one of them changes in a way that requires the shape of the struct to change then all the clients are impacted, even if they don't use the changed or new or deleted field. That actually doesn't sound so great, but if you're bashing out PL/1 it's probably about the best you can do. Stamp coupling is second best, with only "data" coupling as preferable: the direct passing of atomic values as arguments. Atomic data, eh? We'll come back to that.

However, the second worst kind of coupling that the gurus identified was "common coupling" What that originally meant was something like a COMMON block in Fortran, or global variables in C, or pretty much everything in a COBOL program: just a pile of values that all modules/processes/what have you can go an monkey with. Oops! Isn't that what a transfer object that comes straight out of a (single, system-wide) database ends up being? This is not looking so good now.

What about those atomic data values? What was meant back in the day was what we would now call native types: int, char, that sort of thing. The point being that these are safe because it's profoundly unlikely that some other application programmer is going to kybosh your programming effort by changing the layout of int.
And the trouble with structs is that they can. And the trouble with transfer objects covered in getters and setters is that they can, too. But what if there were none...


Putting Your Head in a Bag Doesn't Make you Hidden

David Parnas helped us all out a lot when in 1972 he made some comments[pdf] on the criteria to be used in decomposing systems into modules
Every module [...] is characterized by its knowledge of a design decision which it hides from all others. Its interface or definition was chosen to reveal as little as possible about its inner workings.
Unfortunately, this design principle of information hiding has become fatally confused with the implementation technique of encapsulation.

If the design of a class involves a member private int count then encapsulating that behind a getter public int getCount() hides nothing. When (not if) count gets renamed, changed to a big integer class, or whatever, all the client classes need to know about it.

I hope you can see that if we didn't have any getters on our objects then this whole story unwinds and a nasty set of design problems evaporate before our eyes.


What was the point of all that, again?

John's simple sounding request: write code with no getters (and thoroughly test it, quite important that bit) is a miraculously clever one. He is a clever guy, but even so that's good.

Eliminating getters leads developers down a route that we have known is beneficial for thirty years, without really paying much attention. And the idea has become embedded in the first really new development technique to come along for a long time: TDD. What we need to do now is make sure that mocking doesn't get blurred in the same was as a lot of these other ideas have been.

First step: stop talking about mocking out infrastructure, start talking about mocks as a design tool.

Image

Rick Minerich asks the question "Why are our programs still represented by flat files?" To which my answer is "not all of them are." 

Judging by the tag cloud on his blog, Rick works mainly in the Microsoft end of the enterprisey world. If VisualStudio is the main front end to your system then I can see why the question would arise. Of course, in other parts of the IT world programs stopped being in flat files a long time ago. Or even never were. But you have to go looking for that world. As luck would have it, Gilad Bracha has just recently explained some of the very pleasant aspects of that world. But so many programmers either don't know it exists, or once shown it refuse to enter.  

A Painful Learning Experience Revisited

Painful but valuable. This old thing has popped up onto folks' radars again, with some interesting discussion here

I'm sad that the PoMoPro experiment kind-of fizzled out. I occasionally try to talk Ivan into doing a second conference, but without success.

XP Day London Call

I'm pleased to announce that the call for submissions to XpDay London 2008 is now open. 

Get your thinking caps on, and in due course an electronic submission system will be announced.

The Process for Programming (and why it might not help)

Paul Johnson writes about the infamous 1:10 productivity ratios in programing, and suggests that we don't know how to program, that is, there is no process for programming. 

I take the view that on the contrary, we do know how to program, and there pretty much is a process for programming, but it isn't much recognized because it doesn't do what so many people so desperately want a process for programming to do.

The process for programming that I have in mind is very much like the process for doing maths—I suspect that this is why (reputedly) everyone who goes to work as a programmer at Microsoft is given a copy of How to Solve It. What both activities have in common is a need to do imaginative, creative problem solving within strict constraints.

Paul lists a bunch of activities, of which he suggests that "the core activity is well understood: it is written down, taught and learned". One of these is "curing a disease".

I find that questionable. Have you ever watched House? Apart from being a very entertaining update of Sherlock Holmes, what goes on in the early seasons of House is (within the limits of television drama, to the eyes of this layman) pretty close to the actual investigations and diagnoses I have read in The Medical Detectives,  The Man Who Mistook His Wife for a Hat and a few other of the bits of source material. To a surprising extent, they aren't making that stuff up. See how the diagnostic team blunder about? See how they follow false leads? See how some apparently unrelated fact combines in the prepared mind with a huge mass of prior experience to prompt new ideas? See how they must take a chance on something that they don't know will work?

There are definite tools that are used again and again, primarily differential diagnosis (which, BTW, makes the average episode of House into a good short course on debugging), and the various physiological tests and so forth, but mostly it's a synthesis of knowledge and experience. If you ever get the chance to hear Brian Marick tell his story about how vets learn to recognize "bright" vs "dull" cows you'll get a good idea of just how the teaching of medicine works. And it works to a large extent by the inculcation of tacit knowledge.

Tacit knowledge is terribly hard stuff to deal with, it's in the "unknown knowns" quadrant. One of the things that makes teaching a skill difficult is the manifestation of tacit knowledge*.  A bit part of what a lot of people want a "process" for programming to do is to make explicit exactly that tacit knowledge. 

But there is only one way to do that really well, which is exactly why things like teaching hospitals exist. The way to do it is to try repeatedly with feedback from an expert. The external feedback is crucial. You may have heard somewhere that practice makes perfect. In fact, all practice does by itself is make consistent. It's the expert feedback that leads to improvement. 

This one reason why folks are unhappy with what we do know about how to program: it cannot be learned quickly from a book, from a one-week course. There is another reason, perhaps worse: what we know about programming does not (and if parallel with other disciplines based on skill and judgment, it never will) equip programmers to produce a given outcome on demand, on time, every time.

The idea has got around (originating perhaps with "One Best Way" Taylor) that a process for any given job should be like a recipe—follow it exactly and get the same result every time. In some spheres of work such things are possible. Programming does not seem to be one of them, no matter how much we might wish it.

* Design (and other kinds) of patterns are in part about capturing this stuff, which they do variously well. I suspect that this is part of the reason why more experienced folks who haven't seen them before say things like "that's obvious" or "anyone who doesn't know/couldn't work that out shouldn't be a programmer". 

XpDay 2008

XpDay London will be on 11 and 12 of December, at Church House in the City of Westminster. The call for submissions will come soon. 

We're aiming for something a little different this year. The conference committee (in as far as it has one) has decided that if we belong to a community that really does value individuals and their interactions more than processes and tools, and responding of change more than following a plan, then our conference should work in a way consonant with that. I'm Programme Co-chair, so a lot of the mechanics of how that will work in practice fall to me to figure out–and this is almost done. I'll keep you posted.

Why You Aren't Donald Knuth

Nice interview over at InformIT (it's that Binstock guy again, why had I not heard of him a couple of weeks ago?) with Prof Knuth.

He makes this observation:
[...]]the idea of immediate compilation and "unit tests" appeals to me only rarely, when I’m feeling my way in a totally unknown environment and need feedback about what works and what doesn’t. Otherwise, lots of time is wasted on activities that I simply never need to perform or even think about. Nothing needs to be "mocked up."
I believe him. I also draw a few inferences. 

One is that Knuth probably doesn't spend much time working on systems that do their work by intimately coördinating (with) six or eight other systems with very different usage patterns, metaphors, implementation stacks, space and time complexities, latencies, interface styles/languages/protocols etc. etc. etc. 

Another is that he probably doesn't spend much time working on problems that are incompletely and ambiguously described (and that can't be fixed in a meaningful time and/or budget), part of an ad–hoc domain, intrinsically fuzzy, aiming or a moving target from a moving platform, subject to capricious and arbitrary constraints, etc. etc. etc.

And thus is the working life of the research computer scientist different from the working life of the commercial software engineer. I'm tempted to say (and so I will) that the jobbing industrial programmer spends more time in an unknown environment and needs more feedback (and, right now!) about what works and what doesn’t more often than a researcher does.

Postscript

By the way, anyone* who reads that interview and thinks to themselves "ha! See! Knuth doesn't unit test, so I don't need to either" needs to consider a couple of things:
  1. you aren't Don Knuth 
  2. are you really prepared to do all the other stuff that Knuth does so that his programs still work without unit testing?
  3. if so, whom do you imagine is going to pay for you to?
The "I'm too clever to test" crowd does exist. I'd be amazed if any of them read this blog, but those of you who do will likely meet them from time to time. An electron-microscopically tiny proportion of them are right (see consideration 1).