From: smr@pki-nbg.philips.de (Stephen Riehm)
Newsgroups: comp.lang.c
Subject: Re: Productivity of a C programmer ?
Date: 12 Oct 92 12:11:24 GMT
Reply-To: smr@pki-nbg.philips.de

mhughes@comtch.spk.wa.us (Mark Hughes) writes:

>From: rolf@geoserv (Rolf Wilson)
>>   And then double it. Most programmers are pretty good at estimating
>> their programming time, but don't seem to realize that they may only
>> get half of their day to program in.
> 
>  Er, interfering management.  Maybe giving them a copy of the Tao of 
>Programming with the Management section highlighted would help.  |-)

Would this happen to be in form suitable for posting?? I have heard
about it before but never actually seen a copy. Anyone care to post??

As for my estimates at the moment, they aren't worth the paper they're
not written on, thats what you get for being in a support role huh?!
But as a general rule, I work on a number of hours worked, per sub
section of code, tally them all up, add in some calculations to cover for
meetings, reading mail, being interrupted by the phone, and then whack
in a chunk of "Gee that looks hard" factor, and then turn it into
days. I suppose its 10% calculations and 90% feel.

Also I find it amazing that in an 8 hour work day, (lunch not included), the
effective working time is rarely more than 7 hours, and often as little
as 4 hours, depending on what's going on. I am currently in an internal
support role, and so my effective working time is reduced to about 3-4
hours more often than not. (PS: in writing this post I have already
been interrupted three times). Don't forget also that if you
are in a disruptive environment (hearing other people's telephones
ringing etc), each disruption can cost you 15 minutes, especially if
you were "flowing" or thinking hard. It takes time to get your head in
order again afterwards. So the environment really is a big factor in
your calculations.

In my last job we had a document about a worker's "flow" and the ways
which can be employed to reduce the number of interruptions, one very
effective way was to introduce e-mail to ALL members of the company,
and instead of reaching for the phone, or using SneakerNet (knock
knock, I have a short question for you...) everyone was encouraged to
use e-mail as much as possible. It really worked very well, as you
will find that very few questions need to be answered NOW, and
everyone can continue to work at their own pace and only read and
reply to their mail when THEY are good and ready. And in general, we
found that turn-around times of under half an hour were common, with
the exceptions being up to about half a day.

Perhaps you might find these insights of some use, I haven't studied
any of this stuff, but I have experienced enough of it to know that it
is real, and that any Companies that don't take these things into
account are simply going to have to face higher production costs due
to lower effectiveness of its employees.

As for the man month.....

catchya

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Stephen Riehm		Configuration Management	   _-_|\ 
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Work: +49 911 526 2975	N|rnberg, Germany		  \_.-.*/
Fax:  +49 911 526 2095	"I was there, now I am here!"	       v 
"My company speaks another language, I CAN'T speak on it's behalf"