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"When in doubt, print em out." -- Karls Programming Proverb 0x7

"When anyone says `theoretically, they really mean `not really." -- David Parnas

Pray to God, but keep rowing to shore. -- Russian Proverb

If a person (a) is poorly, (b) receives treatment intended to make him better, and (c) gets better, then no power of reasoning known to medical science can convince him that it may not have been the treatment that restored his health. -- Sir Peter Medawar, The Art of the Soluble

"And it should be the law: If you use the word `paradigm without knowing what the dictionary says it means, you go to jail. No exceptions." -- David Jones @ Megatest Corporation

"An open mind has but one disadvantage: it collects dirt." -- a saying at RPI

"The Street finds its own uses for technology." -- William Gibson

At the heart of science is an essential tension between two seemingly contradictory attitudes -- an openness to new ideas, no matter how bizarre or counterintuitive they may be, and the most ruthless skeptical scrutiny of all ideas, old and new. This is how deep truths are winnowed from deep nonsense. Of course, scientists make mistakes in trying to understand the world, but there is a built-in error-correcting mechanism: The collective enterprise of creative thinking and skeptical thinking together keeps the field on track. -- Carl Sagan, "The Fine Art of Baloney Detection," Parade, February 1, 1987

It is a very humbling experience to make a multimillion-dollar mistake, but it is also very memorable. I vividly recall the night we decided how to organize the actual writing of external specifications for OS/360. The manager of architecture, the manager of control program implementation, and I were threshing out the plan, schedule, and division of responsibilities. The architecture manager had 10 good men. He asserted that they could write the specifications and do it right. It would take ten months, three more than the schedule allowed. The control program manager had 150 men. He asserted that they could prepare the specifications, with the architecture team coordinating; it would be well-done and practical, and he could do it on schedule. Furthermore, if the architecture team did it, his 150 men would sit twiddling their thumbs for ten months. To this the architecture manager responded that if I gave the control program team the responsibility, the result would not in fact be on time, but would also be three months late, and of much lower quality. I did, and it was. He was right on both counts. Moreover, the lack of conceptual integrity made the system far more costly to build and change, and I would estimate that it added a year to debugging time. -- Frederick Brooks Jr., "The Mythical Man Month"