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I had this as the text for a math/philosophy class. The philosophy students looked confused by some of the math. The math students knew what was going on, but didn't know why it was worth doing.
Basically if you're not yet a grad student with a stellar background in math and logic, there's got to be some better way to learn this material.
If you do not have sufficient math maturity, then you may want to try Smullyan's book on the subject.
Some of the informal discussion expects the reader to supply the sense, and hence could be misleading for a novice (or even incorrect if taken literally!) On the other hand, the discussion is crystal clear and illuminating for someone with a bit more of background.
This book will not provide philosophical enlightenment to students of logic (esp. to those who seek such enlightenment in the first place), but it will provide good understanding of the study of general mathematical structures and their relation to logic. The prospective reader should first get acquainted with the model theoretic point of view (i.e. with its aims and presuppositions) before tackling this book. Good sources are: the first few chapters of Wilfrid Hodges's "A Shorter Model Theory" and the relevant articles by Jaakko Hintikka which were published in the journal "Synthese" in the late 1980's.
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- This book is on process and *NOT* architecture.
- It is for managers and not for developers.
- It concentrates primarily on project management issues.
- The book is filled with personal opinion.
- It is spotted with questionable "anicdotal" evidence.
- It will not save a project in crisis--but maybe the next project.
- Less than half of the book is even worth reading.
Anyone looking for a companion to the GoF Design Patterns book will be *sorely* disappointed in AntiPatterns. This is not a "bad apples" version of architecture patterns. Instead, it devotes itself to describing symptoms resulting from failed or missing processes. As far as being a process book, it's barely average. It has some good insights and might help a manager spot emerging problems, but much of the advise is too generalized to be of much applied use.
You can tell that this book was written by four seperate people. One of them did an outstanding job (making about 1/4 of the book 5 stars). He describes solutions with detail and clarity. One does a decent job. Two of them are clearly jargon blowhards who have trouble completing a thought. Their chapters offer no detailed advice on what action to take but rather generalize and summarize on vague remedies. For instance, "put more money into architecture" is one fortune cookie they offer.
I wish they had a critical eye preview the book and point out all of their holes -- both in supportive argument and in solution description. Often times a paragraph introduces a concept, and the author neither explains it nor offers any futher reading.
The book is spotted with questionable "evidence" supporting their opinions. Here is my favorite quote of the book, "Meeting productivity gains are must more dramatic,... and we have seen productivity gains over 100,000:1." They have seen fifty years of work performed in an hour! Talk about overselling a process improvement!
And don't get me started on their misuse of the term "refactor."
- It's easy, and fun, to read. The authors expertly inject humor and life into a dead topic. A dull book with good ideas will rot on the shelf.
- It provides a fresh, new angle that has value. We programmers do not learn enough from war stories told around the water cooler.
- It provides the other side of the design pattern. You really do need both, and this industry needed someone to take a stab at creating a template for antipatterns. Consider health care. You need diagnostics and preventative care. Ditto for auto maintenance. Operations research has been built around building models that work while trouble shooting the kinks in a system. The authors did a noble job of seeing the vacuum and stepping up to fill it.
I find it incredible that this book has been slammed for something that it does not pretend to be. If you wrote a one star review because this book was not the second coming of the Design Patterns book, then shame on you. What you will get is a humerous look at some very real problems around software development. The bias is clearly toward project management, and that is a appropriate for a first book on antipatterns. That much was clear to me from browsing the book for a minute or two. Great job, team.
If I had a criticism, it would be that the contributions from the four authors were not better coordinated. After writing two books with two additional co-authors each, I can testify that it is a difficult problem to solve. Still, better coordination could have helped. Five stars for the writing style and the concept. That's why this book is a smashing success.
It turns out that people misuse object oriented technology in similar ways, forming not "patterns", but rather "AntiPatterns." The AntiPatterns book is like a pathology textbook for software engineering: It helps you identify projects gone awry, what were the basic reasons for the program to have developed the way it did, what are the consequences of such pathological development, and how to fix things. The idea is not to have to do a complete re-write, but to either isolate the working-but-malstructured parts of the program or fix them gently, a small piece at a time, or both. The book will also teach you how NOT to think about patterns and object orientation.