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Is the size of the project you re working on typical The wide range of project sizes means that you can t consider any single size to be typical. One way of thinking about project size is to think about the size of a project team. Here s a crude estimate of the percentages of all projects that are done by teams of various sizes:

5

Team Size 1-3 4-10 11-25 26-50 50+ Approximate Percentage of Projects 25% 30% 20% 15% 10%

Source: Adapted from A Survey of Software Engineering Practice: Tools, Methods, and Results (Beck and Perkins 1983), Agile Software Development Ecosystems (Highsmith 2002), and Balancing Agility and Discipline (Boehm and Turner 2003).

Tip If you are interested in more details about the trouble of null values (or other theoretical information about relational databases and pitfalls in SQL), the books written by Chris Date are the best starting point for further exploration. In particular, his Selected Writings series is brilliant. Chris Date s ability to write in an understandable, entertaining, and fascinating way about these topics far exceeds others in the field.

what is coming, setting the context for all the details to follow. With BBP, you always pull through the eye of the needle what s most important rst, as shown in Figure 5-29.

One aspect of data on project size that might not be immediately apparent is the difference between the percentage of projects of various sizes and the percentage of programmers who work on projects of each size. Since larger projects use more programmers on each project than do small ones, they can make up a small percentage of the number of projects and still employ a large percentage of all programmers. Here s a rough estimate of the percentage of all programmers who work on projects of various sizes:

Team Size 1-3 4-10 11-25 26-50 50+ Approximate Percentage of Programmers 5% 10% 15% 20% 50%

Here s a brain-twister to finish this section about null values: why does the query in Listing 4-43 produce no rows selected There are registrations with evaluation values 4 and 5, for sure... Listing 4-43. A Brain-Twister select * from registrations where evaluation not in (1,2,3,NULL); no rows selected The following WHERE clause: where evaluation not in (1,2,3,NULL) is logically equivalent with the following iterated AND condition: where AND AND AND evaluation evaluation evaluation evaluation <> <> <> <> 1 2 3 NULL

FIGURE 5-29 When you present the most important information first, you properly manage working memory and provide a framework for the rest of the explanation and details to come.

Source: Derived from data in A Survey of Software Engineering Practice: Tools, Methods, and Results (Beck and Perkins 1983), Agile Software Development Ecosystems (Highsmith 2002), and Balancing Agility and Discipline (Boehm and Turner 2003).

Both the quantity and the kinds of errors are affected by project size. You might not think that the kinds of errors would be affected, but as project size increases, a larger percentage of errors can usually be attributed to mistakes in requirements and design. Here s an illustration:

If you consider a row with an EVALUATION value of 1, 2, or 3, it is obvious that out of the first three conditions, one of them returns FALSE, and the other two return TRUE. Therefore, the complete WHERE clause returns FALSE. If the EVALUATION value is NULL, all four conditions return UNKNOWN. Therefore, the end result is also UNKNOWN. So far, there are no surprises. If the EVALUATION value is 4 or 5 (the remaining two allowed values), the first three conditions all return TRUE, but the last condition returns UNKNOWN. So you have the following expression: (TRUE) and (TRUE) and (TRUE) and (UNKNOWN) This is logically equivalent with UNKNOWN, so the complete WHERE clause returns UNKNOWN.

100%

When you use BBP to invert your usual way of thinking and present your conclusion rst and supporting details later, people will more easily remember and understand what you say. Now, instead of the details and data driving the presentation, the proper management of the working memory of your audience is driving the presentation, which aligns with the three research realities described in 2.

Figure 27-2 As project size increases, errors usually come more from requirements and design. Sometimes they still come primarily from construction. Sources: Software Engineering Economics (Boehm 1981), Measuring and Managing Software Maintenance (Grady 1987), and Estimating Software Costs (Jones 1998).