xvi ;;Quote: never just present the data; start with the conclusion to which the data led

7 ;;Quote: stages of product development -- concept and brainstorming, refinement to weed out implausible solutions, realization of the product, production in high volume

13 ;;Quote: a project must have crystal-clear goals; answer the questions, what constitutes sucess and what constitutes failure

13+;;Quote: the art of all engineering is compromise, trading one thing for another

19 ;;Quote: record abandoned plans and designs; helps transfer the project plan to the design team; helps avoid misdirected, low-level design decisions

20 ;;Quote: require data for resolving design issues; establish a data-driven culture; data forces the right questions

31 ;;Quote: strategy requires a long-term road map of global trends; need a five-year planning horizon, not two years or less

50 ;;Quote: behavioral modeling is mandatory for computer design; reveals areas of uncertainty, forces subtle problems into the open, deal with all issues together

60 ;;Quote: use video-taped lectures to convey design information; include Q&A; new hires quickly learn names, operations, and people

63 ;;Quote: design flaws are inevitable; use defense-in-depth to avoid, find, and survive mistakes

67 ;;Quote: report all sightings of bugs; incidents that could have a bug as its cause; a validation engineer attempts to reproduce it

68 ;;Quote: if a bug sighting is not reproducible, move it to the anomalies list; remove from the sightings/bug database

71 ;;Quote: coverage test everything with a high embarrassment factor; e.g., every opcode and addressing mode

71 ;;Quote: use debug hooks and system monitoring to help debug microprocessors; millions or billions of cycles before a bug manifests itself

73 ;;Quote: formal design reviews with 10 to 20 other interested designers and observers

83 ;;Quote: in a design review describe the context, function, constraints, alternatives, block diagram, timing diagrams, protocols, and controllers

73 ;;Quote: a design review produces a list of ideas, objections, concerns, and issues; produce a plan for addressing the issues and resolving all open items

75 ;;Quote: do not judge the validity of an issue during a review; all issues deserve attention

80 ;;Quote: preparation before realization; the refinement stage of development selects one alternative and creates the project scaffolding for the realization phase

82 ;;Quote: periodically stop development for a week to analyze and resolve performance problems; otherwise minor performance losses will accumulate

90 ;;Quote: track the number of new RTL lines per week, the running total and estimates; can predict the final RTL size from the rate of increase

91 ;;Quote: health-of-the-model metric combines regression results, time to debug, forward progress for new functionality, high-priority bugs, and age of open bugs

94 ;;Quote: need to overshoot in selective areas of a design, otherwise unwelcome realities will lead to failure

112 ;;Quote: complexity is a living, growing monster; degrades project goals while hiding the fact that it has done so; P6 Simplification Effort was a success

139 ;;Quote: no correlation between interview scores and promotions

144 ;;Quote: at the point of sale, all that matters is how good a product is and how much it costs; technology is irrelevant

150 ;;Quote: Intel's management by objectives measured those tasks that might jeopardize a project's schedule; discuss with staff

151 ;;Quote: do not tie compensation to objectives; otherwise try to score well instead of selecting the right objectives and metrics

151 ;;Quote: management by objectives drives out miscommunications among cooperating design groups; managers can discover missing objectives before it is too late

153 ;;Quote: worst-case thermal dissipation for microprocessors is a critical problem; eventually stops development