Plan to throw one (implementation) away; you will, anyhow.
... programming requires more concentration than other activities. It's the reason programmers get upset about 'quick interruptions' - such interruptions are tantamount to asking a juggler to keep three balls in the air and hold your groceries at the same time.
A brute force solution that works is better than an elegant solution that doesn't work.
We try to solve the problem by rushing through the design process so that enough time is left at the end of the project to uncover the errors that were made because we rushed through the design process
Agile methods derive much of their agility by relying on the tacit knowledge embodied in the team, rather than writing the knowleadge down in plans.
Every big computing disaster has come from taking too many ideas and putting them in one place.
Adding last-minute features, whether in response to competitive pressure, as a developer's pet feature, or on the whim of management, causes more bugs in software than almost anything else.
One principle problem of educating software engineers is that they will not use a new method until they believe it works and, more importantly, that they will not believe the method will work until they see it for themselves.
The best way to get a project done faster is to start sooner
Poor management can increase software costs more rapidly than any other factor.
It has been discovered that C++ provides a remarkable facility for concealing the trival details of a program - such as where its bugs are.
Never in the annals of software engineering was so much owed by so many to so few lines of code
In software, the chain isn't as strong as its weakest link; it's as weak as all the weak links multiplied together.
If we play genie and grant client wishes, we are apt to construct castles of code in the air.
Even the best planning is not so omniscient as to get it right the first time.
Even when you have skilled, motivated, hard-working people, the wrong team structure can undercut their efforts instead of catapulting them to success. A poor team structure can increase development time, reduce quality, damage morale, increase turnover, and ultimately lead to project cancellation.
The best meetings get real work done. When your people learn that your meetings actually accomplish something, they will stop making excuses to be elsewhere.
All programming is maintenance programming, because you are rarely writing original code.
About 90 percent of the downtime comes from, at most, 10 percent of the defects.
In fast moving markets, adaptation is significantly more important than optimization.
The camel has evolved to be relatively self-sufficient. On the other hand, the camel has not evolved to smell good. Neither has Perl.
We have to stop optimizing for programmers and start optimizing for users.
Computers are good at following instructions, but not at reading your mind.
You cannot teach beginners top-down programming, because they don't know which end is up.
A good threat is worth a thousand tests.
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