Review of Debugging the development process 6. Constant, Unceasing Improvement

Suppose that Wilbur, a newly hired programmer, spends his first year becoming your file converter specialist and then spends the next four years writing filters to read and write the file formats of competing products. There's no question that such work is important, but Wilbur will have gained a year's worth of real experience and then tapered off, learning little else for the next four years. Wilbur would claim that he has five years of programming experience, but that would be misleading— he would in fact have one year's experience five times over.
对这段话我的感触颇深，如果一个人总是做一个或者是类似的项目，那么即使是他已经工作了五年，但实际上它却应该只具有一年甚至更少的经验。从项目的角度来看，为了做好当前的项目而把旧人留在原工作小组，是个不错的主意，任何人都是做自己熟悉的事情时速度最快，但是对于程序员来说，这却是夺了他们扩展新视界、学习新技术的机会。

Don't allow programmers to stagnate. Constantly expose each team member to new areas of the project.
通常项目经理在分派工作时，很自然会让最擅长这件工作的人去做这件事。项目经理的理由是：“如果没有把每件工作都派给做熟悉这件事、能做得最快的人，那不就会增加开发的时间吗？” 我觉得这样看你是怎么看待当前这个项目的。如果您把项目当成一件临时任务，追求的是一时的效果，那这样的想法并没有错；如果是从长远的目标来看，为了培养人才，那就应该让他们尽量接触到不同的技术。

Don't jealously hold onto your best programmers if they've stopped growing. For the good of the programmers, their replacements, and the company, transfer stalled programmers to new projects where growth can continue.
通常所有的项目组都希望能把最好的、最熟悉本项目的人留在组内，但是这样对这些人来说就就暂时没有成长空间了；如果把他换到其他组内，另外找一个人来接替他的工作，短期内可能难免要挣扎适应，长期来说对公司却有很大的好处，少了一位停滞不前的程序设计师，多了两位积极学习的程序设计师。