When Frederick Taylor investigated the performance of workers in various industries, at the start of the 1900’s, he found that workers organise their work to suit themselves; workers were capable of producing significantly more than they routinely produced. This was hardly news. What made Taylor’s work different was that having discovered the huge difference between actual worker output and what he calculated could be achieved in practice, he was able to change work practices to achieve close to what he had calculated to be possible. Changing work practices took several years, and the workers did everything they could to resist it (Taylor’s The principles of scientific management is an honest and revealing account of his struggles).
Significantly increasing worker output pushed company profits through the roof, and managers everywhere wanted a piece of the action; scientific management took off. Note: scientific management is not a science of work, it is a science of the management of other people’s work.
The scientific management approach has been successfully applied to production where most of the work can be reduced to purely manual activities (i.e., requiring little thinking by those who performed them). The essence of the approach is to break down tasks into the smallest number of component parts, to simplify these components so they can be performed by less skilled workers, and to rearrange tasks in a way that gives management control over the production process. Deskilling tasks increases the size of the pool of potential workers, decreasing labor costs and increasing the interchangeability of workers.
Given the almost universal use of this management technique, it is to be expected that managers will attempt to apply it to the production of software. The software factory was tried, but did not take-off. The use of chief programmer teams had its origins in the scarcity of skilled staff; the idea is that somebody who knows what they were doing divides up the work into chunks that can be implemented by less skilled staff. This approach is essentially the early stages of scientific management, but it did not gain traction (see “Programmers and Managers: The Routinization of Computer Programming in the United States” by Kraft).
The production of software is different in that once the first copy has been created, the cost of reproduction is virtually zero. The human effort invested in creating software systems is primarily cognitive. The division between management and workers is along the lines of what they think about, not between thinking and physical effort.
Software systems can be broken down into simpler components (assuming all the requirements are known), but can the implementation of these components be simplified such that they can be implemented by less skilled developers? The process of simplification is practical when designing a system for repetitive reproduction (e.g., making the same widget again and again), but the first implementation of anything is unlikely to be simple (and only one implementation is needed for software).
If it is not possible to break down the implementation such that most of the work is easy to do, can we at least hire the most productive developers?
How productive are different developers? Programmer productivity has been a hot topic since people started writing software, but almost no effective research has been done.
I have no idea how to measure programmer productivity, but I do have some ideas about how to measure their performance (a high performance programmer can have zero productivity by writing programs, faster than anybody else, that don’t do anything useful, from the client’s perspective).
When the same task is repeatedly performed by different people it is possible to obtain some measure of average/minimum/maximum individual performance.
Task performance improves with practice, and an individual’s initial task performance will depend on their prior experience. Measuring performance based on a single implementation of a task provides some indication of minimum performance. To obtain information on an individual’s maximum performance they need to be measured over multiple performances of the same task (and of course working in a team affects performance).
Should high performance programmers be paid more than low performance programmers (ignoring the issue of productivity)? I am in favour of doing this.
What about productivity payments, e.g., piece work?
This question is a minefield of issues. Manual workers have been repeatedly found to set informal quotas amongst themselves, i.e., setting a maximum on the amount they will produce during a shift (see “Money and Motivation: An Analysis of Incentives in Industry” by William Whyte). Thankfully, I don’t think I will be in a position to have to address this issue anytime soon (i.e., I don’t see a reliable measure of programmer productivity being discovered in the foreseeable future).