1. Mythical Man Month By Ryan Ruzich

2.  More software projects have gone awry for lack calendar time than all other reasons combined.

3.  Our techniques of estimating are poorly developed  Our technqiues confuse effort with progress  We are therefore uncertain of our time estimates, and thusly software managers lack stubbornness to stick to schedules.  Our techniques of estimating are poorly developed  Our technqiues confuse effort with progress  We are therefore uncertain of our time estimates, and thusly software managers lack stubbornness to stick to schedules.

4.  Schedule Progress is poorly monitored in most projects  When schedule slippage is noticed, the gut reaction is to put more men on the task, which is the worst thing that can happen.  Schedule Progress is poorly monitored in most projects  When schedule slippage is noticed, the gut reaction is to put more men on the task, which is the worst thing that can happen.

5.  Cost does indeed vary as the product of the number of men (X) and the number of months (Y). X*Y  Progress does not.  Hence, the man month as a unit for measuring the size of a project is flawed.  Cost does indeed vary as the product of the number of men (X) and the number of months (Y). X*Y  Progress does not.  Hence, the man month as a unit for measuring the size of a project is flawed.

6.  Men and Months can be interchanged when a task can be partitioned among many workers with no communication.  When workers need to communicate, the formula changes to n(n-1)/2.  Men and Months can be interchanged when a task can be partitioned among many workers with no communication.  When workers need to communicate, the formula changes to n(n-1)/2.

7.  A successful division of a total projects time is:  1/3 for Planning  1/6 for coding  1/4 for component and early systems test  1/4 for systems test  A successful division of a total projects time is:  1/3 for Planning  1/6 for coding  1/4 for component and early systems test  1/4 for systems test

8.  Adding Manpower to a late project *ONLY* makes it later.  The number of months of a project depends upon its sequential constraints.  The maximum number of men depends on the number of independent subtasks.  Adding Manpower to a late project *ONLY* makes it later.  The number of months of a project depends upon its sequential constraints.  The maximum number of men depends on the number of independent subtasks.