“There are two ways of constructing a piece of software: One is to make it so simple that there are obviously no errors, and the other is to make it so complicated that there are no obvious errors.”

“I conclude there are two ways of constructing software design: one way is to make it so simple there are obviously no deficiencies, and the other way is to make it so complicated that there are no obvious deficiencies.”

“There are two ways of constructing a software design: One way is to make it so simple that there are obviously no deficiencies, and the other way is to make it so complicated that there are no obvious deficiencies. The first method is far more difficult.”

“I conclude that there are two ways of constructing a software design: One way is to make it so simple that there areobviously no deficiencies and the otherway is to make it so complicated that there are no obvious deficiencies.The first method is far more difficult. It demands the same skill, devotion, insight, and even inspiration as the discovery of the simple physical laws which underlie the complex phenomena of nature. It also requires a willingness to accept objectives which are limited by physical, logical, and technological constraints, and to accept a compromise when conflicting objectives cannot be met. No committee will ever do this until it is too late.”

“At first I hoped that such a technically unsound project would collapse but I soon realized it was doomed to success. Almost anything in software can be implemented, sold, and even used given enough determination. There is nothing a mere scientist can say that will stand against the flood of a hundred million dollars. But there is one quality that cannot be purchased in this way - and that is reliability. The price of reliability is the pursuit of the utmost simplicity. It is a price which the very rich find most hard to pay.”

“There was no escape: The entire Elliott 503 Mark II software project had to be abandoned, and with it, over thirty man-years of programming effort, equivalent to nearly one man’s active working life, and I was responsible, both as designer and as manager, for wasting it. ...How did we recover from the catastrophe? First, we classified our 503 customers into groups, according to the nature and size of the hardware configurations which they had bought ... We assigned to each group of customers a small team of programmers and told the team leader to visit the customers to find out what they wanted; to select the easiest request to fulfill, and to make plans (but no promises) to implement it. In no case would we consider a request for a feature that would take more than three months to implement and deliver. The project leader would then have to convince me that the customers’ request was reasonable, that the design of the new feature was appropriate, and that the plans and schedules for implementation were realistic. Above all, I did not allow anything to be done which I did not myself understand. It worked! The software requested began to be delivered on the promised dates. With an increase in our confidence and that of our customers, we were able to undertake fulfilling slightly more ambitious requests. Within a year we had recovered from the disaster. Within two years, we even had some moderately satisfied customers.”

“The behaviour of the English people I had run into was making it very difficult to nail down a theory that the reason my trip so far had been such a bizarre success, was that Irish people were crazy. One Englishman had spent a morning on the telephone trying to organise a helicopter to take me out to an island, when a boat was leaving only a few yards away, and here was another, making a two-hour round trip for no reason other than to lend a helping hand. Two of the more eccentric pieces of behaviour hadn't been performed by the Irish, but by my fellow countrymen. However, both Andy and Tony had embraced wholeheartedly a love of the Irish way of living life.”