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Get the brutal truth about coding, testing, and project management—from a Microsoft insider who tells it like it is. I. M. Wright's deliberately provocative column "Hard Code" has been sparking debate amongst thousands of engineers at Microsoft for years. And now (despite our better instincts), we're making his opinions available to everyone.
In this collection of over 80 columns, Eric Brechner's alter ego pulls no punches with his candid commentary and best practice solutions to the issues that irk him the most. He dissects the development process, examines tough team issues, and critiques how the software business is run, with the added touch of clever humor and sardonic wit. His ideas aren't always popular (not that he cares), but they do stimulate discussion and imagination needed to drive software excellence.
Get the unvarnished truth on how to:
- Improve software quality and value—from design to security
- Realistically manage project schedules, risks, and specs
- Trim the fat from common development inefficiencies
- Apply process improvement methods—without being an inflexible fanatic
- Drive your own successful, satisfying career
- Don't be a dictator—develop and manage a thriving team!
Companion Web site includes:
- Agile process documents
- Checklists, templates, and other resources
- Sales Rank: #1156624 in Books
- Published on: 2011-07-25
- Original language: English
- Number of items: 1
- Dimensions: 8.90" h x 1.00" w x 7.30" l, 1.65 pounds
- Binding: Paperback
- 448 pages
About the Author
Eric Brechner, Director of Development Excellence at Microsoft Corporation, has more than two decades experience in the software industry. He began writing “Hard Code” in 2001 as a resource for Microsoft employees. Since then, the opinion column has ignited an ongoing discussion of best practices among the thousands of software development engineers at Microsoft—and now, to the rest of the development community.
Most helpful customer reviews
6 of 6 people found the following review helpful.
Behind the scenes look at Microsoft development, and some general sage advice
By Bryan J. Higgs
I first heard about this book when I read the following review on about.com:
http: // visualbasic . about.com / od / vbbooks / fr / Br9780735661707.htm
It piqued my interest, despite my being retired, and having known for some years that I would never be interested in becoming manager of software projects -- definitely moot at this point! Many years ago, I dipped my little piggies into project leadership (not even real management!),and have remained emotionally scarred ever since.
When I started reading this book, my initial reaction was that the author was a self-centered, opinionated, arrogant jerk with way too much self-confidence. But then he's a relatively senior manager at Microsoft -- that's probably par for the course: he wouldn't be where he is if he wasn't capable nor full of confidence! His prose is, er, entertaining, and doesn't pull any punches -- intentionally so; he does it for effect, and to get a reaction (these were articles originally written for an internal publication at Microsoft). It took a while for me to get over this, and start listening to him (while gritting my teeth).
I didn't find the first few chapters terribly absorbing, but I stuck with it, and gradually things started to get more interesting, until -- around Chapter 5 -- I found material I could really relate to.
It was interesting to read in this book so many of the tenets that should have been followed at one of my former employers (a very large software company), but weren't. This book suggests very strongly that Microsoft has a much better handle than my former employer (a Microsoft competitor) had on how to develop software. Of course, I take with a giant pinch of salt how true the Microsoft characterization really is, from a very pro-Microsoft author. He talks in highly glowing terms about how Microsoft is the best company in the world, and such. However, he hits on so many points that I saw first-hand were weak points at my former employer. While things have probably changed there since I left, I suspect that they are still very undisciplined -- cowboys, to use the author's terminology.
The book can be viewed at a number of levels:
1) An insight into what happens inside Microsoft software development. Specific, but still interesting to anyone in the software industry.
2) A "How To" book on managing teams of software developers -- the description is very Microsoft-specific, referring to terminology and tools used there, but pulling back a little, the advice could easily be used very profitably in other environments.
3) A "How To" book for individual contributors on how to think and act in order to make the appropriate choices in career development, in Microsoft or any other reasonably well-informed software development organization. Also, to find out how enlightened (or otherwise) your current employer might be.
It is well worth reading, if you are a software engineer/developer, a software designer/architect, or software development manager, or plan to be in any of these roles. It describes so many of the things you will have to deal with in any software development organization, not only in Microsoft. In fact, if you pull back a little bit further, much of the sage advice given is applicable to lots of different organizations, even outside of software development.
Some points:
The author is continually emphasizing -- quite correctly -- how it's critical for the software engineers and managers, et. al. to ensure that the customer has a delightful experience (the currently fashionable expression). That does not jibe with my experience of Microsoft products, which continue to annoy the heck out of me, from operating systems (Windows) which require me to continually update them to keep them working properly to the point where I spend more time doing that than real work, to installable products that have a less than "delightful" install experience.
Towards the end of the book, the author compares Microsoft with Google and Apple, and predicts that Microsoft will beat them over time with continually improved products. Well, Apple is now a truly dominant player in the computer market, having been extremely successful designing and marketing its iPhone, iPod, iPad, and its various Mac computers. It is very clear that they have been far more successful with "delighting" customers than has Microsoft. His take on Google is also that it will fail w.r.t. Microsoft, but his arguments didn't convince me, and seemed to be overly Microsoft-centric. Things have moved on since the book was written, and I suspect his conclusions haven't born out. How they will continue is anyone's guess.
Not an easy read, but recommended!
==== Update, March 6, 2012 =====
It just happened that the very next book I read after this one was Steven Johnson's "Where Good Ideas Come From: The Natural History of Innovation" Where Good Ideas Come From: The Natural History of Innovation. I was immediately struck by the difference in approach towards (and definition of) Innovation between Johnson's book and this one. I think that Eric Brechner would do well to read Johnson's book, to see the difference in approach to "Innovation" at Microsoft (at least what he describes), and that of Johnson's approach. Rather than elucidate this in more detail, I leave it to the reader (and Mr. Brechner) to do the necessary reading. Johnson's book gives a far more convincing argument for innovation at Google and Apple than does Mr. Brechner at Microsoft.
0 of 0 people found the following review helpful.
I love Eric's columns and insight's
By Mike
I love Eric's columns and insight's, and find his short witty "sound bite" descriptions are perfect for conversations about these topics. They drive home the point incredibly well and are easy to remember to sanity check decisions that you are making, or how you are responding to your customer and partner teams when problems arise.
There are far too many managers (and worse, executives!) who fail to grasp the importance of the concepts Eric covers. This book (and the rest of Eric's newer columns) should be required reading for anyone in a leadership or decision making position involving programmers, or pretty much any engineers.
0 of 0 people found the following review helpful.
always like reading this book
By Hasanuzzaman
Its about fundamental of software engineering. Read it to be a mature dev, test or pm. Thanks Eric. You are awesome.
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