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	<title>John Bullard &#187; Empricial</title>
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	<link>http://johnbullard.net</link>
	<description>Loose Thinking, Tight Analysis</description>
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		<title>Microsoft Culture</title>
		<link>http://johnbullard.net/2009/10/09/microsoft-culture/</link>
		<comments>http://johnbullard.net/2009/10/09/microsoft-culture/#comments</comments>
		<pubDate>Sat, 10 Oct 2009 00:37:09 +0000</pubDate>
		<dc:creator>John</dc:creator>
				<category><![CDATA[Development]]></category>
		<category><![CDATA[Empricial]]></category>
		<category><![CDATA[Microsoft; Development]]></category>

		<guid isPermaLink="false">http://johnbullard.net/?p=383</guid>
		<description><![CDATA[The facet I admired most about the Microsoft corporate culture was an unrelenting desire to learn and improve. Every time I needed a support group (be it IT or dining) I would receive prompt service and a post-mortem survey to gauge my satisfaction. Likewise, the relocation department and intern organization also placed emphasis on similar data. This [...]]]></description>
			<content:encoded><![CDATA[<p>The facet I admired most about the Microsoft corporate culture was an unrelenting desire to learn and improve. Every time I needed a support group (be it IT or dining) I would receive prompt service and a post-mortem survey to gauge my satisfaction. Likewise, the relocation department and intern organization also placed emphasis on similar data. This data driven success measurement was pervasive throughout the company. I strongly believe this empirical emphasis has paid dividends at the corporation (similiar mentalities can be found at <a title="NY Times: Curious at Amazon, but Not Idle" href="http://bits.blogs.nytimes.com/2009/03/27/curious-at-amazon-but-not-idle/?pagemode=print">Amazon</a> and other corporations).</p>
<p>Microsoft Research applied this notion to the study of  software engineering as a whole In <a title="MSR: Exploding Software-Engineering Myths" href="http://research.microsoft.com/en-us/news/features/nagappan-100609.aspx" target="_blank">Exploding Software-Engineering Myths</a>,   MSR explores a number of research projects carried out with the intent of applying cold empirical evidence to the field of sofware development.</p>
<p>A few take aways:</p>
<ol>
<li>More Isn&#8217;t Always Better
<ol>
<li>&#8220;It is more beneficial to achieve higher code coverage of more complex code than to test less complex code at an equivalent level. &#8221;</li>
</ol>
</li>
<li>Write Test Code First
<ol>
<li>&#8220;The research team found was that the Test Driven Development (TDD) teams produced code that was 60 to 90 percent better in terms of defect density than non-TDD teams. They also discovered that TDD teams took longer to complete their projects—15 to 35 percent longer.&#8221;</li>
</ol>
</li>
<li>Proving the Utility of Assertions
<ol>
<li>&#8220;The team observed a definite negative correlation: more assertions and code verifications means fewer bugs.&#8221;</li>
<li>And interestingly, &#8220;The research team believes that enforcing the use of assertions would not work well; rather, there needs to be a culture of using assertions in order to produce the desired results.&#8221;</li>
</ol>
</li>
<li>Organization Structure Does Matter &#8211; a lot
<ol>
<li>&#8220;Organizational metrics, which are not related to the code, can predict software failure-proneness with a precision and recall of 85 percent.&#8221;</li>
</ol>
</li>
<li>Geographical Distance Doesn&#8217;t Matter &#8211; much
<ol>
<li>Researchers asked engineers who&#8217;d they&#8217;d prefer to talk to when faced with issues: &#8220;Most people preferred to talk to someone from their own organization 4,000 miles away rather than someone only five doors down the hall but from a different organization. Organizational cohesiveness played a bigger role than geographical distance.&#8221;</li>
</ol>
</li>
</ol>
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