English Hacking

이 세상에는 정말로 똑똑한 사람이 많아요. 그런데, 어떨 때는 정말 똑똑한 사람이 잘못된 문제를 풀고 있을 때가 있어요. 정말 옆에 있는 사람이 보고 있으면, 정말 경악할 정도로 끝내 주는 해결책을 내 놓죠. 문제는, 그 문제가 아니라는거죠. 제가 그걸 볼 수 있는 것은 제가 그 사람보다 더 똑똑해서가 아니라, 바로 제가 그 사람이 아니기 때문이죠. 제가 그 문제를 풀고 있지 않았기 때문이죠.

저도 틀림없이 그런 짓을 할 거라는 겁니다. 그래서 똑똑한 사람들은(제가 뭐 유별나게 똑똑하다는게 아니라) 절대 혼자 내버려두면 안돼요. 앞에서 말한 워튼 교수님은 이런 문제를 푸는데, 흔히 프로그래밍에서 사용하는(XP) 짝 프로그램이라는 걸 사용할 수도 있을 거라는군요.

One of the core practices of “Extreme Programming” (or XP) is “pair programming,” in which two programmers work together at the same computer to create software. The key is the definition of tasks for each programmer. One person, the “driver,” is zoomed in on the details of the development of the code, while the other, the “navigator,” is zoomed out, looking at the big picture as the programming is moving forward. This helps avoid the problems of well-written code that misses the bigger picture or becomes detached from user needs.
The entire XP approach is beyond the scope of this book, but it offers a powerful model for the process of zooming in and out. Suppose, for example, that an organization developed a paired approach to strategy development. Instead of periodic retreats to zoom out and look at the big picture, separated by stretches of operational zooming in, one person would keep an eye on the big picture while the other would drive the operational progress. We see this informally with the Office of the President or the separation between the CEO and COO, but roles are not always so clearly defined as “navigator” and “driver,” and they often have clearly demarcated responsibilities. Extreme Programmers also have a way to build perspective and their working relationship: they exchange roles.
On the face of it, the “pair programming” approach appears to be highly inefficient, sending two people to do the job of one, but proponents say it produces significantly better software more quickly. It does this by avoiding the big-picture errors that so often slow down a software project. Among the well-known companies using XP methods are Ford Motor Company, Daimler Chrysler, UBS and First Union National Bank. (Yoram Wind and Colin Crook, The Power of Impossible Thinking, p. 115)

우연인지 뭔지 XP를 채택한 회사들이 거의 모조리 이번 금융위기때 거의 맛이 간 회사들이네요.