The brook's law tells us that adding human resources to an already late software projects only makes it later
The Brook's law states that when a person is added to a project team, and the project is already late, the project time is longer, rather than shorter. Brooks’ law is recognized as applicable to any complex endeavor involving lots of people interacting together, not just software engineering.
The last 10% is 90% of the work
[Oprah Winfrey said in one of the interview she was giving :]
"There’s a wonderful phrase by Maya Angelou, from a poem that she wrote called “To our grandmothers”, that she says:
“I come as one, but I stand as ten thousand.”
So when I walk into a room, particularly before I have something really challenging to do, or I’m going to be in a circumstance where I feel I’m going to be you know, up against some difficulties. I will literally sit, and I will call on the 10,000."
Note : the actual phrase in the poem is : "I go forth along, and stand as ten thousand."
We need to think about failure differently.
I’m not the first to say that failure, when approached properly, can be an opportunity for growth. But the way most people interpret this assertion is that mistakes are a necessary evil. Mistakes aren’t a necessary evil. They aren’t evil at all.
They are an inevitable consequence of doing something new (and, as such, should be seen as valuable; without them, we’d have no originality). And yet, even as I say that embracing failure is an important part of learning, I also acknowledge that acknowledging this truth is not enough.
That’s because failure is painful, and our feelings about this pain tend to screw up our understanding of its worth. To disentangle the good and the bad parts of failure, we have to recognize both the reality of the pain and the benefit of the resulting growth.
If you give a good idea to a mediocre team, they will screw it up. If you give a mediocre idea to a brilliant team, they will either fix it or throw it away and come up with something better.
I believe the best managers acknowledge and make room for what they do not know—not just because humility is a virtue but because until one adopts that mindset, the most striking breakthroughs cannot occur. I believe that managers must loosen the controls, not tighten them. They must accept risk; they must trust the people they work with and strive to clear the path for them; and always, they must pay attention to and engage with anything that creates fear. Moreover, successful leaders embrace the reality that their models may be wrong or incomplete. Only when we admit what we don’t ...