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11.1 Read, Read, Read
Anyone who has a career focus can gain the knowledge needed for career advancement with relative ease. For software professionals, building expertise is all that is needed in most corporate environments. For example, the authors often ask software people what books they have read. In the West, most professionals are familiar with design patterns. And many have purchased the book by Erich Gamma and co-authors that established the field of design patterns [Gamma 1994]. Some have even read it. However, it always surprising how few people have read anything further on this important topic. For books on software architecture, the situation is even worse. Possibly the reason is that there are fewer popular books, but more likely it is that people are not really focused on software architecture as a career goal. By publishing a common body of knowledge about software architecture theory and practice, the first obstacle to establishing a software architecture profession is being eliminated. However, making this information available does not automatically change people's reading habits. So, if the average software professional only reads one book per year, just think what an individual can do in comparison. If one were to read three books on design patterns, then he or she would have access to more knowledge than the vast majority of developers have on that important topic. The authors of this book try even harder-reading at least a book each month, and if possible, a book every week. Some books take longer than a week (e.g., the thousand-page book on the catalysis method [D'Souza 1998]). It contains breakthroughs on component-oriented thinking, but so few people are likely to read it thoroughly (except software architects) that it becomes a valuable intellectual tool for making its readers thought leaders, as the entire industry moves through the difficult transition to component-based development.
Getting ahead on book reading is a clear-cut way to step above the software masses. Converting book learning to real-world success is also straightforward. The new knowledge can be applied to current projects. It can be showcased in briefings and tutorials, which are visible leadership and teaching roles. It can be shared at conferences and in professional groups. And it can also be written. The key transition that leads to success starts with sharing the new knowledge one-to-one (i.e., inefficiently) and proceeds to sharing it one-to-many. Frequently, sharing knowledge in one-to-many situations brings with it the appearance of success. And, for most people, appearance is reality; success is easy to attain. The much more difficult challenge is maintaining success once it has been achieved.  |
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