Book Image

Modern Programming: Object Oriented Programming and Best Practices

By : Graham Lee
Book Image

Modern Programming: Object Oriented Programming and Best Practices

By: Graham Lee

Overview of this book

Your experience and knowledge always influence the approach you take and the tools you use to write your programs. With a sound understanding of how to approach your goal and what software paradigms to use, you can create high-performing applications quickly and efficiently. In this two-part book, you’ll discover the untapped features of object-oriented programming and use it with other software tools to code fast and efficient applications. The first part of the book begins with a discussion on how OOP is used today and moves on to analyze the ideas and problems that OOP doesn’t address. It continues by deconstructing the complexity of OOP, showing you its fundamentally simple core. You’ll see that, by using the distinctive elements of OOP, you can learn to build your applications more easily. The next part of this book talks about acquiring the skills to become a better programmer. You’ll get an overview of how various tools, such as version control and build management, help make your life easier. This book also discusses the pros and cons of other programming paradigms, such as aspect-oriented programming and functional programming, and helps to select the correct approach for your projects. It ends by talking about the philosophy behind designing software and what it means to be a "good" developer. By the end of this two-part book, you will have learned that OOP is not always complex, and you will know how you can evolve into a better programmer by learning about ethics, teamwork, and documentation.
Table of Contents (18 chapters)
Free Chapter
1
Part One – OOP The Easy Way
5
Part Two – APPropriate Behavior

A Management Philosophy of Software

Imagine a world in which programmers are valued similar to middle managers. But first, disabuse yourself of the idea that managers are inherently useless and evil, and let me explain what a manager is.

Managers typically don't get paid for doing work; they typically get paid according to how well their team does work, and how much work their team does. Lots of work done badly isn't very good, but not enough work done well isn't desirable either.

That usually means that they avoid doing work. Given some work to do, their usual action is to find the person on their team most capable of doing the work, and to get them to do the work. They will make that person responsible for doing the work, and (if they're any good) give them the authority to do it.

But they're not paid for telling the person how to do the work, or for the task of delegating responsibility or authority. In fact, if the work isn't done, or isn't done well,...