Formal Methods and Enterprises [closed]

Question

So...

I teach formal methods in software engineering. I also teach "agile methodologies". Most people seem to think this is contradictory. I think it makes a lot of sense... I also work for a company, where we need to actually get things done :) While I can apply my earned skill points on "specification" in a day-to-day basis, my colleagues typically flee away from the word "formal".

I used to think that this was due to the intrinsic way we learn how to program: we are usually driven to find a working solution, not to understand the problem. Then I thought this was due to the fact that most people in the formal community are not engineers, but mathematicians or computer scientists. Nowadays, I wonder if it just because the formal-methods community hide behind some kind of "obfuscation" law to use all the available UNICODE symbols, actively develop rude, unesthetic tools, and laugh in the face of standards.

Yes, I've been moving from a "blame them" to a "blame us" perspective ;-)

So, my question is: do you use any kind of formal methods in your company? Have you introduced them, or were they pre-requisites? What techniques do you use to clear the fog of mathematics from people's fears and incite them to use formal methods? What do you think current tools are lacking for a more general usage?

Answer 1

The key to getting people to buy into any methods or methodologies is to show them how it solves problems they are having. If they can see it will make their lives better you have a much improved chance of getting them to adopt the techniques.

And if you can't show them that, perhaps you wanted to adopt the methods based on philosophy rather than practicality. Unless the others share your philosophy then you're not going to get anywhere. And perhaps you shouldn't.

Over the decades there have been a great many methodologies. Newer ones always address the shortcomings of the old ones, yet projects still get in trouble and fail. Why? Because the rock stars that come up with new methodologies are rock stars, and have made a new methodology precisely because they understand the underlying issues and how to apply them. Those who come after tend to blindly follow the recipe, and it doesn't work so well.

So I think the best thing is to teach about the underlying problems and then show how various methods attempt to deal with those problems. The differences in companies, projects, and teams is so great that no one methodology can be applied successfully to all combinations. Learning to choose an appropriate tool and apply it well is crucial.